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Being Managed (Changing Concepts of Career :female-student: (Holland'…
Being Managed
Changing Concepts
of Career :female-student:
Definition :check:
Career: pattern of work-related experiences that span across the course of a person's life
Career Management: lifelong process of learning about self, jobs, organisations and career goals.
Holland's
Six Types :bar_chart:
Realistic or (Doer)
Civil engineer, pilot, electrician
Investigative (or Thinker)
Surgeon, historian, economist
Artistic (or Creator)
Architect, actor, singer
Social (or Helper)
Nurse, teacher, midwife
Enterprising (or Persuader)
CEO, real estate agent, lawyer
Conventional (or Organiser)
Accountant, librarian, financial analyst
Career Stage
Model :female-office-worker:
Establishment
(Early adulthood)
Learning the job and begin to fit into the organisation and occupation
Negotiate an effective psychological contract
Manage the stress of socialisation
Make transition from organisational outsider to insider
Advancement
(Early-Middle adulthood)
Focus on increasing own competence
Greater responsibility and authority, and
strive for upward mobility
Explore career paths, finding a mentor,
work-life conflict
Maintenance
(Middle-Late adulthood)
Maintain productivity while evaluating progress
towards career goals
Slower pace career growth
Needs to sustain performance
Become a mentor
Withdrawal
(Late adulthood)
Contemplate retirement or possible career changes
Undervalued, less productive, more resistant to change, less motivated
Offer continuity in the midst of change, act as role models, provide experience, demonstrate strong work ethic, exemplify loyalty
Paradigm Shifts
in Careers :recycle:
OLD
Mutual loyal contract
Compliance traded for job security
One-employer focus
Rely on organisation to specify jobs and careers
Top-down organisation
Strategic direction is subordinated to top management
Allegiance to the company
Project goals are subordinated to corporate policy and organisational constraints
NEW
Discrete Exchange
Explicit exchange of specified rewards in
return for task performance
Focus on occupational excellence
Perform current jobs to develop new
occupational expertise
Empowerment
Strategic direction is dispersed to separate
business units
Allegiance to projects
Shared employer and employee commitments
to the overarching goals of the project
Five Career
Anchors :anchor:
Managerial competence
Technical/functional competence
Security/stability
Autonomy and independence
Creativity
Self-perceived talents, motives and values that guide an individual's career decision
Employee Well-being,
Voice and Rights :loudspeaker:
Importance of
Work-Life Balance :basketball:
Become less susceptible to burnout
Avoid spillover-crossover model
Can improve job satisfaction
Maintains mental and physical health
Stress and
Emotional Labour :cry:
Need to express organisationally desired emotions
Linked to service industry jobs such as:
flight attendants, debt collectors
Likely in face-to-face or voice-to-voice contact jobs,
enables employers a degree of control over staff
Higher when jobs require frequent and
long duration display of emotions
Often leads to low job satisfaction
Emotional Dissonance which can be
damaging and lead to burnout
Karoshi and Karojisatsu
Mental stress claims - compensation expense
Physical, Psychological, Psychosocial
Affective Events Theory :thinking_face:
Positive Organisational
Behaviour :beer_mugs:
Self-efficacy
Confidence in being able to
successfully execute a task
Hope
Belief of one's own ability to set, plan
and self-motivate to achieve goals
Optimism
internal attribution for positive events,
external attributes for negative events
Happiness
How people cognitively process and evaluate
their lives, the satisfaction with life
Emotional Intelligence
Monitor and discriminate feelings and emotions,
and use the info to guide thinking and action
Mechanism of
Employee Voice :robot_face:
Joint consultation
Collective representation
Upwards communication
Attitude surveys
Suggestion schemes
Project teams
Critical Perspective
in Management
Unspoken
Ideologies :zipper_mouth_face:
Individualism
Social theory that emphasises that the needs if each person are more important than the needs of the whole society
Managerialism
The belief in the value of professional managers and of concepts and methods they used
Capitalism
Economic and political system where trade and industry is controlled by private owners for profit
Neo-liberalism
Transfer of control of economic factors to the private sector from the public sector
Criticism :angry:
Alienation (Marx & Engels)
Workers give up ownership of labour for wages; exploitation of the worker
Bureaucracy (Weber)
Power in bureaucracy is concentrated in limited few who tend to be unregulated and has free reign of organisation
Oppression (Weil)
Degradation of workers; they are treated as a means to an end
Assumptions :bulb:
Focus was to identify one best way to organise
Fayol & Weber - hierarchy of authority and responsibility to control and coordinate
Organisation is a system of inter-related parts
Companies maintain competitive advantage due to their distinctive purpose
Expectations of managers
Managers are employed to use their expertise in a variety of organisations;
Work in uncertain conditions, in possession of imperfect data; immense pressure
To be responsive
Managers = experts
CMS Studies
:books:
Denaturalisation
Reflective
Non-performative
Netflix Vacation and
Tracking Policy :silhouette:
Expects staff to use common sense
and logic instead of formal policies; take
vacation for a duration staff felt appropriate