Chapter 9: Career and Management Development Flashcards
Lewin’s Change Process
formulated a model to summarize the basic process for implementing a change with minimal resistance.
To Lewin, all behaviour in organizations was a product of two kinds of forces:
1) those striving to maintain the status quo
2) and those pushing for change
Lewin’s process consists of three steps:
1) Unfreezing
2) Moving
3) Refreezing
1) Unfreezing
means reducing the forces that are striving to maintain the status quo, usually by presenting a provocative problem or event to get people to recognize the need for change and to search for new solutions.
2) Moving
means developing new behaviours, values, and attitudes
3) Refreezing
means building in the reinforcement to make sure the organization doesn’t slide back into its former ways of doing things
In practice, to deal with employee intransigence, some experts suggest that the manager use a process such as the following to implement the change:
1) Establish a sense of urgency
2) Mobilize commitment
3) Create a guiding coalition
4) Develop and communicate a shared vision
5) Help employees make the change
6) Aim first for attainable short-term accomplishments
7) Reinforce the new ways of doing things
8) Monitor and assess progress
1) Establish a sense of urgency
Create a sense of urgency. For example, present employees with a (fictitious) analyst’s report describing the firm’s imminent demise.
2) Mobilize commitment
through joint diagnoses of problems. Create a task force to diagnose the problems facing the department or the company
3) Create a guiding coalition
It’s never easy to implement big changes alone. Therefore, create a “guiding coalition” of influential people. They’ll act as missionaries and implementers.
4) Develop and communicate a shared vision
of what you see coming from the change
Organizational development (OD) BLUE
change process through which employees formulate the change that’s required and implement it, often with the assistance of trained consultants
Career BLUE
a series of work-related positions, paid or unpaid, that help a person to grow in job skills, success, and fulfillment
Career development BLUE
the lifelong series of activities (such as workshops) that contribute to a person’s career exploration, establishment, success, and fulfillment.
Career planning BLUE
the deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; acquires information about opportunities and choices; identifies career-related goals; and establishes action plans to attain specific goals.
A “calling” for work involves four characteristics:
1) a passion for the work,
2) an enjoyment of the work,
3) a sense of obligation or moral duty,
4) and a desire to make a prosocial difference
Occupational orientation
The theory that there are six basic personal orientations that determine the sorts of careers to which people are drawn
Six basic personality types for occupational orientation
realistic, investigative, social, conventional, enterprising, and artistic
Psychological contract
What the employer and employee expect of each other is part of what psychologists call this
Career anchor
A concern or value that a person will not give up if a choice has to be made
Schein identified eight career anchors:
1) Technical/functional:
2) Managerial competence:
3) Creativity:
4) Autonomy and independence:
5) Security:
6) Service/dedication:
7) Pure challenge:
8) Lifestyle:
Contingent workforce
(temporary, part time, contractual, freelance, casual, and so on)
The focus on life trajectories requires a shift in thinking about career development, as outlined below:
1) From traits and states to context:
2) From prescriptive to process
3) From linear to non-linear:
4) From scientific facts to narrative evaluations:
5) From describing to modelling:
Networking
An organized process whereby the individual arranges and conducts a series of face to face meetings with his colleagues and contacts, plus individuals that they recommend
