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
Making Promotion Decisions
Decision 1: Is Seniority or Competence the Rule?
Decision 2: How Is Competence Measured?
Decision 3: Is the Process Formal or Informal?
Decision 4: Vertical, Horizontal, or Other?
Management Development
Any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills
Succession Planning
A process through which senior-level and critical strategic job openings are planned for and eventually filled
Developmental Job Rotation
involves moving management trainees from department to department to broaden their understanding of all parts of the business
Coaching/Understudy Approach
the trainee works directly with the person that he or she is to replace; the latter is, in turn, responsible for the trainee’s coaching.
Action Learning
releases managers from their regular duties so that they can work full time on projects, analyzing and solving problems in departments other than their own
In-House Development Centres
AKA corporate universities
Company based method for exposing prospective managers to realistic exercises to develop improved management skills
Behaviour Modelling
Training technique in which trainees are first shown good management techniques, then asked to play roles in a simulated situation, and finally given feedback regarding their performance
The basic behaviour-modelling procedure can be outlined as follows:
1) Modelling
2) Role-Playing
3) Social reinforcement
4) Transfer of training
Case study method
Development method in which a trainee is presented with a written description of an organizational problem to diagnose and solve
Role-playing
Training technique in which trainees act the parts of people in a realistic management situation
Management game
A computerized development technique in which teams of managers compete with one another by making decisions regarding realistic but simulated companies
Example: Gold Simulator MGMT 110
Mentoring
The use of an experienced individual (the mentor) to teach and training someone (the protégé) with less knowledge in a given area
Reverse mentoring
where younger employees provide guidance to senior executives on how to use technology for messaging, buying products and services, finding new business opportunities, and so forth
Executive Coaches
Outside consultant who questions the executive’s boss, peers, subordinates, and (sometimes) family in order to identify the executive’s strengths and weaknesses, and to counsel the executive so he or she can capitalize on those strengths and overcome the weaknesses
Can cost $50,000
The hardest part of organizational change is managing employee resistance.
QUIZ QUESTION
TRUE
What is the lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment?
QUIZ QUESTION
Career development
What is a series of work-related positions, paid or unpaid, that help a person grow in job skills, success, and fulfillment?
QUIZ QUESTION
Career
For career planning purposes, a person’s aptitudes are often measured with which of the following?
QUIZ QUESTION
The general aptitude test battery
Which of the following career anchors recognizes that some people desire to do something meaningful in a larger context?
QUIZ QUESTION
Service / Dedication
According to John Holland who designed the Vocational Preference Test (VPT), a person’s level of intelligence determines his or her occupational orientation.
QUIZ QUESTION
FALSE
In the new economy, career patterns should be viewed as professional identities that are dynamic; which shift in thinking about career development is this related to?
QUIZ QUESTION
From traits and states to context
According to the textbook, the foundation of active career management is which of the following?
QUIZ QUESTION
Networking
Union agreements often contain a clause that emphasizes which of the following in promotions?
QUIZ QUESTION
Seniority
When employees are not made aware of jobs that are available, criteria for promotion, and how the decisions are made, what happens to the link between performance and promotion?
QUIZ QUESTIONS
It is served
A production employee moving to human resources in order to develop his or her skills and to test and challenge his or her aptitudes is an example of
QUIZ QUESTION
Horizontal movement
According to the textbook, succession planning for senior managers needs to be overseen by which of the following?
QUIZ QUESTION
The CEO
In which management development technique are management trainees released from their regular duties so that they can work full time on projects, analyzing and solving problems in other departments?
QUIZ QUESTION
Action Learning
A company-based method for exposing prospective managers to realistic exercises in order to develop improved management skills is referred to as which of the following?
QUIZ QUESTION
In-house development centres
AKA corporate universities
Which of the following is most likely to occur in a reverse mentoring program?
QUIZ QUESTION
Younger workers providing guidance to senior executives.
