Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
86 Cards in this Set
- Front
- Back
|
career
|
pattern of work related experiences that spans the course of a person's life
|
|
|
career management
|
lifelong process of learning about self, jobs, and organizations, setting personal career goals, developing strategies for achieve the goals, and revising the goals based on work and life experiences
|
|
|
three reasons to understand careers:
|
1. if know what to look for, take proactive approach in managing them
2. managers need to understand employees and their stages 3. managers need to protect valuable investments in human resources |
|
|
4 new career paradigms:
|
1. discrete exchange
2. occupational excellence 3. organizational empowerment 4. project allegiance |
|
|
discrete exchange
|
organization gains productivity while person gains work experience
|
|
|
occupational excellence
|
performance of current job in exchange for occupational expertise in training
|
|
|
organizational empowerment
|
everyone is responsible for adding value and improving competitiveness, not just corporate headquarters
|
|
|
project allegiance
|
firm gain is project outcome and individuals gain experience and shared success
|
|
|
two difficult decisions individuals must face when beginning a career:
|
occupational choice and organizational choice
|
|
|
John Holland's six personality types that incluence occupational choice
|
1. realistic
2. artistic 3. investigative 4. enterprising 5. social 6. conventional |
|
|
two ways individual choose organization
|
expectancy theory and satisfice
|
|
|
expectancy theory
|
individuals choose the organization that maximizes positive outcomes and avoids negative outcomes
|
|
|
satisfice
|
select the first organization that meets one or two important criteria and then justify choice by distorting perceptions
|
|
|
realistic job preview (RJP)
|
giving potential employees a realistic description of the job they are applying for
|
|
|
to be successful in new career paradigm, you need to be:
|
flexible, team oriented, energized by change, and tolerant of ambiguity
|
|
|
Daniel Goleman
|
emotional intelligence 2x as important as raw intelligence
|
|
|
___ % of new managers fail within the first ___ months on the job
|
40 ; 18
|
|
|
Managers trained in emotional intelligence grew business by ___% compared to untrained managers with ____% growth
|
18.1 ; 16.2
|
|
|
Levinson: four stages of career stage model
|
1. establishment
2. advancement 3. maintenance 4. withdrawal |
|
|
establishment
|
first stage of persons career; learning job and fitting into organization
|
|
|
advancement
|
high achievement orientation stage in which people focus on increasing competence
|
|
|
maintenance
|
individuals trying to maintain productivity while evaluating progress towards career goals
|
|
|
withdrawal
|
involves contemplation of retirement or possible career change
|
|
|
three tasks of newcomer in establishment stage:
|
1. negotiating effective psychological contract
2. managing stress of socialization 3. making transition from organizational outsider to insider |
|
|
psychological contract
|
an implicit agreement between the individual and the organization that specifies what each is expected to give and receive in the relationship
|
|
|
career path
|
sequences of job experiences along which employees move during their careers
|
|
|
career ladder
|
structured series of job positions through which an individual progresses in an organization
|
|
|
___ firms are women owned in the US, comprising of almost ____ of privately held firms in US
|
10.6 million ; half
|
|
|
____ uses a self-promotion philosophy
|
Sony
|
|
|
career lattice
|
moving laterally through different departments in an organization or by moving through different projects
|
|
|
mentor
|
individual who provides guidance, coaching, counseling, and friending to a protégé
|
|
|
PricewaterhouseCoopers
|
has mentoring program with peer mentor and experienced mentor
|
|
|
phases of mentoring relationship
|
1. initiation
2. cultivation 3. separation 4. redefinition |
|
|
initiation
|
mentoring relationship begins to take on significance for both the mentor and the protege
|
|
|
cultivation
|
the relationship becomes more meaningful and the protege shows rapid progress because of the career and psychological support provided by the mentor
|
|
|
separation
|
the protege feels the need to assert independence and work more autonomously
|
|
|
redefinition
|
occurs if separation has been successful; relationship transforms into friendship
|
|
|
dual career partnerships
|
relationships in which both people have important career roles
|
|
|
finding a partner usually takes place in the _________ stage
|
advancement
|
|
|
___ % of people at Eli Lilly said it was possible to get ahead in careers and devote sufficient time to family
|
36
|
|
|
_______ experience family-work conflict; ________ experience work-family conflict
|
Americans ; Chinese
|
|
|
flexible work schedule
|
a work schedule that allows employees discretion in order to accommodate personal concerns
|
|
|
eldercare
|
assistance in caring for elderly parents and/or elderly relatives
|
|
|
Kathy Kram's four keys to successful to mentoring program:
|
1. voluntary participation
2. executive support 3. mentor training provided 4. graceful exit for mismatches |
|
|
two isssues to deal with during maintenance stage
|
sustaining performance and becoming a mentor
|
|
|
factors that influence retirement:
|
company policy, financial considerations, family support or pressure, health, opportunities for other activities
|
|
|
phased retirement
|
popular option for retirement aged workers who want to gradually reduce their hours and/or responsibilities
|
|
|
bridge employment
|
employment that takes place after a person retires from a full time position but before the person's permanent withdrawal from the workforce
|
|
|
$________ more in average sales for L'Oréal employees with high emotion competence than for those without
|
$91,370
|
|
|
career anchors
|
self perceived talents, motives, and values that guide an individual's career decisions
|
|
|
Edgar Schein
|
developed career anchors after 12 year study with MIT MBA graduates
|
|
|
5 career anchors
|
1. technical/functional competence
2. managerial competence 3. autonomy and independence 4. creativity 5. security/stability |
|
|
technical/functional competence
|
wants to specialize in functional area and become competent (finance, marketing)
|
|
|
managerial competence
|
wants management responsibility and to see impact on organizational effectiveness
|
|
|
autonomy and independence
|
freedom is the key (writer, professor, consultant)
|
|
|
creativity
|
strong need to create something (entrepreneurs)
|
|
|
security/instability
|
long term career stability within single organization or geographic region
|
|
|
strategic leadership
|
developing a vision for the firm, designing strategic actions to achieve this vision, and empowering others to carry out those strategic actions
|
|
|
CEO of Merck that strategically led them through crisis of Vioxx
|
Richard Clark
|
|
|
strategic plan duration
|
3 to 5 years
|
|
|
vision duration
|
10 to 20 years
|
|
|
two components of vision
|
1. statement describing DNA and picture of firm in the future
2. mission... core intent and business in which it intends to operate |
|
|
Steve Jobs
|
CEO of Apple and continues to develop visions of new products and markets
|
|
|
support of which two parties is important to strategic leadership
|
shareholders and employees
|
|
|
Porsche CEO _______ wants to produce high performance cars with reliability of _________
|
Wendelin Wiedeking ; Hondas (Japanese sedans)
|
|
|
top management team
|
group of managers charged with the responsibility to develop and implement the firm's strategies
|
|
|
homogeneous team
|
likely to make a fast decision, but may not be best decision
|
|
|
heterogeneous team
|
will take more time to make a decision, but will be a better decision
|
|
|
Carlos Chosn
|
CEO of Nissan/Renault that helped turn around Nissan with the help of diverse management team
|
|
|
General Electric's ________________ management development program is one of the best
|
"ten step talent"
|
|
|
PepsiCo CEO that initiated takeover of Quaker Oats and Gatorade
|
Indra Nooyi
|
|
|
CEO of IBM that was acquired from outside the firm
|
Lou Gerstner
|
|
|
eBay confusion about insider succession or outsider succession
|
John Donahoe
|
|
|
CEO of Tyco International who thinks that companies need to outthink competitors to get an advantage
|
Ed Breen
|
|
|
CEO of Avon Products who thinks that compassion is key characteristic of effective leaders
|
Andrea Jung
|
|
|
entrepreneurial culture
|
encourages employees to identify and exploit all opportunities; encourages risk taking and tolerates failure
|
|
|
this company operates in several different industries with lower technology; post-it note
|
3M
|
|
|
acting opportunistically
|
making decisions in their own interest rather than in the firms interest
|
|
|
related party transactions
|
paying a person who has a relationship with the firm extra money for reasons other than his or her normal activities on the firms behalf
|
|
|
related party transaction: paid $1.2 million for private jet costs
|
Steve Jobs
|
|
|
received hundreds of thousands of dollars for consulting fees
|
William Clay Ford and Edsel Ford
|
|
|
financial controls
|
focus on shorter term financial outcomes
|
|
|
strategic controls
|
focus on the content of strategic actions rather than on their outcomes
|
|
|
Dell and Starbucks CEO brought back to reverse problems of slow growth and execution
|
Michael Dell ; Howard Shultz
|
|
|
balanced scorecard
|
provides framework for evaluating the simultaneous use of financial controls and strategic controls
|
|
|
balanced scorecard focuses on four areas
|
1. financial
2. customers 3. internal business processes 4. learning and growth |
