MANA EXAM.pptx for manaement students in uni

mana exam final

1. Chapter 11: Power and Political Skill Dr. Dave Arena

2. Learning Goals for Chapter 11 Describe the concept of power Discuss French and Raven’s typology of power Identify forms and sources of power in organizations Discuss how groups can hold power Identify symbols of power and powerlessness in organizations Define organizational politics and understand the role of political skill and major influence Discuss influence tactics used in organizations

3. Warm Up How do you define power at work? Is there such a thing as too much power? Why or why not? Does this vary based on what you use your power for?

4. Power and Influence Power : having the discretion and the means to asymmetrically enforce one’s will over others Power is a source of influence Power in organizations can be: Formal : based on one’s position in the organization Personal : based on the unique characteristics of the individual

5. Using Power Influence: Process of affecting the thoughts, behaviors, and feelings of another person Authority: Right to influence another person Zone of indifference: Range in which attempts to influence a person will be perceived as legitimate and acted on without a great deal of thought

6. BASES OF POWER (French & Raven, 1960)

7. BASES OF POWER Formal Coercive – The ability and willingness to punish others (this can include threats). Reward – the ability to provide incentives or other things valued. Legitimate – the ability to make a request and get a response due to the nature of the roles between two people.

8. BASES OF POWER Personal Expert – the ability to influence others due to expertise, special skill, or knowledge. Referent – the ability to influence others based upon others’ identification with the person who has desirable resources or personal traits

9. Bases of Power Which type of power do you think is the most important at work? What type of power do you respond well to/respect? What type of power do you NOT respond well to/don’t respect Reward Coercive Legitimate Expert Referent

10. Which Source of Power is Most Effective?

11. Intergroup Sources of Power Control of critical resources: One group controls a resource desired by another group Strategic contingencies: Activities that other groups depend on in order to complete their tasks Factors contributing to strategic contingencies: Ability to cope with uncertainty High degree of centrality Non-substitutability

12. Using Power Ethically Three criteria Utilitarian Outcomes: Greatest good Individual Rights: Protecting the rights of others Distributive Justice: Fair and equitable treatment

13. Other Types of Power Information power Access to and control over important information Personal power (Selfish) Power used for personal gain Social power Power used to create motivation or to accomplish group goals

14. Power Symbols

15. Ability to intercede for someone in trouble Ability to get placements for favored employees Getting items on the agenda at meetings Access to early information Having top managers seek out their opinion Kanter’s Symbols of Power Exceeding budget limitations Procuring above-average raises for employees

16. Kanter’s Symbols of Powerlessness Three symptoms: Overly close supervision Inflexible adherence to the rules Tendency to do the job themselves rather than training others to do it

17. Korda’s Symbols of Power

18. What might be considered a symbol of power?

19. Social Influence and Cialdini

20. Why do we allow ourselves to be socially influenced? 21

21. Cialdini’s six principles of social influence (Why we ourselves are influenced)

22. 1) principle: Friendship/liking

23. Managerial application of liking and friendship

24. 2) Principle: reciprocity If someone helps you, it pays to return the favor (Regan, 1971) Related to goal of gaining social approval and norms of reciprocity An interesting study found that people who take free samples at grocery stores are more likely to spend money than those who don’t It’s a give and take!

25. Managerial Application of reciprocity at work

26. 3) Social validation

27. Managerial application of social validation Use peer power when it’s available Influence is often best exerted horizontally than vertically Instead of trying to convince a group of veteran employees to get on board with a change that they are resisting, find one who supports the initiative and have them speak up instead of the boss

28. 4) Principle: commitment and consistency 29

29. Managerial application of commitment 30

30. 5) Principle: Authority 31

31. Managerial application of authority 32

32. 6) Principle: Scarcity 33

33. Managerial application of scarcity Managers should highlight the unique benefits of exclusive information 34

34. Why do we get Influenced?

35. What Are Influence Tactics? (How do we do the influencing) Influence: Process of affecting the thoughts, behaviors, and feelings of another person Used for impression management Directions of influence tactics: Upward Downward Lateral

36. Types of Influence Tactics Tactic Description Example Pressure The person uses demands, threats, or intimidation to convince you to comply with a request or to support a proposal. “If you don’t do this, you’re fired. You have until 5:00 to change your mind, or I’m going without you.” Upward appeals The person seeks to persuade you that the request is approved by higher management or appeals to higher management for assistance in gaining your compliance with the request. “I’m reporting you to my boss. My boss supports this idea.” Exchange The person makes an explicit or implicit promise that you will receive rewards or tangible benefits if you comply with a request or support a proposal or reminds you of a prior favor to be reciprocated. “You owe me a favor. I’ll take you to lunch if you’ll support me on this.”

37. Types of Influence Tactics Tactic Description Example Coalition The person seeks the aid of others to persuade you to do something or uses the support of others as an argument for you to agree also. “All the other supervisors agree with me. I’ll ask you in front of the whole committee.” Ingratiation The person seeks to get you in a good mood or to think favorably of him or her before asking you to do something. “Only you can do this job right. I can always count on you, so I have another request.” Rational persuasion The person uses logical arguments and factual evidence to persuade you that a proposal or request is viable and likely to result in the attainment of task objectives. “This new procedure will save us 150,000 dollars in overhead. It makes sense to hire John; he has the most experience.”

38. Types of Influence Tactics Tactic Description Example Inspirational appeals The person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals or by increasing your confidence that you can do it. “Being environmentally conscious is the right thing. Getting that account will be tough, but I know you can do it.” Consultation The person seeks your participation in making a decision or planning how to implement a proposed policy, strategy, or change. “This new attendance plan is controversial. How can we make it more acceptable? What do you think we can do to make our workers less fearful of the new robots on the production line?”

39. How to increase your influence at work

40. How to win friends and influence people (Carnegie)

41. How to win friends and influence people

42. Wait a second…

43. How to increase influence (HBR)

44. Charisma A charismatic person is someone who is outgoing, energetic, and likeable who naturally draws others to them What makes these people charismatic? Can you think of other examples?

45. Empowerment Power over the… CONTENT - tasks and procedures necessary for work CONTEXT - how the job fits into the organization’s overall structure

46. Political Skill Getting things done outside of organizational bylaws Social astuteness Interpersonal Influence Networking ability Sincerity

47. Evaluations of political skill

48. “upward management” Understand your boss and their context: ​ Goals and objectives ​ Pressures ​ Strengths, weaknesses, and blind spots ​ Preferred workstyle  ​ Assess oneself and one’s needs ​ Strengths and weaknesses ​ Personal style ​ Predisposition toward dependence on authority figures ​

49. “upward management” Develop and maintain a relationship that: ​ Fits one’s and the boss’s needs and styles ​ Is characterized by mutual expectations ​ Keeps the boss informed ​ Is based on dependability and honesty ​ Selectively uses the boss’s time and resources  ​

50. Chapter 11 Summary We can draw power from a multitude of different places, and it’s how we use it that causes influence Power can be both tangible and intangible, and formal or personal Powerful people advocate for others, and the powerless tend to only advocate for themselves Influence isn’t always a bad thing, but is always something we should be aware of!

51. Have a great week!

52. Chapter 12: Leadership and Followership MANA 3318 Dr. David Arena

53. Learning Goals

54. Today’s Agenda

55. Leaders: Born or Made? What do you think, are leaders born or are leaders made? What are some leadership-related characteristics that can be trained? What are some leadership-related characteristics that cannot be trained?

56. What is Leadership? The process of guiding and directing the behavior of people in the work environment Formal leadership: Informal leadership:

57. Are Leaders & Managers the Same? Leaders Advocate for change and new approaches to problems Managers Advocate for stability and the status quo

58. Leaders Versus Managers Personality dimension Manager Leader Attitudes toward goals Has an impersonal, passive, functional attitude Believes goals rise out of necessity and reality Has a personal and active attitude Believes goals arise from desire and imagination Conceptions of work Views work as an enabling process that combines people, ideas, and things Seeks moderate risk through coordination and balance Looks for fresh approaches to old problems Seeks high-risk positions, especially with high payoffs

59. Leaders Versus Managers Personality Dimension Manager Leader Relationships with others Avoids solitary work activity, preferring to work with others Avoids close, intense relationships; avoids conflict Is comfortable in solitary work activity Encourages close, intense working relationships Is not conflict averse Sense of self Is once born Makes a straightforward life adjustment Accepts life as it is Is twice born Engages in a struggle for a sense of order in life Questions life

60. If Manager’s are so bad… do we need them?

61. Leadership Inspiring a Vision Managerial Leadership Adapting to Situational Demands Management Controlling the Operations Figure 6.2 Leadership and Management

62. Leadership Theory

63. Timeline of Leadership Research Trait theories (1920-1945): What traits do leaders have that non-leaders do not? Behavioral theories (1948-1961): How do leaders behave compared to non-leaders? Contingency theories (1969-1989): How do leaders adapt to situations? Relational theories ( 1999-present): How do leaders relate to others?

64. Trait Theory

65. Research on Leader Traits

66. Leader emergence vs. Leader effectiveness

67. So… are leaders born or made?

68. What we learned from Trait theories Emotional intelligence Perceived competence Charisma More on this later

69. Behavioral Theories of Leadership

70. Behavioral Theories Assumes people can be trained to lead Researched the behaviors of specific leaders Provides the basis of design for training programs

71. Three theoretical perspectives

72. Behavioral Theories: Lewin, Lippitt, & White (1939) Autocratic: A style of leadership in which the leader uses strong, directive actions to control the rules, regulations, activities, and relationship I the work environment Democratic: A style of leadership in which the leader uses interaction and collaboration with followers to direct the work and work environment Laissez-faire: A style of leadership in which the leader has a hands-off approach

73. Behavioral Theories: Ohio State Initiating structure: Leader behavior aimed at defining and organizing work relationships and roles, as well as establishing clear patterns of organization, communication, and getting things done Consideration: Leader behavior aimed at nurturing friendly, warm working relationships as well as encouraging mutual trust and interpersonal respect within the work unit

74. BEHAVIORAL THEORIES Low Structure & High Consideration Low Structure & Low Consideration High Structure & Low Consideration High Structure & High Consideration Consideration Initiating Structure High High Low Low

75. Behavioral Theories: Michigan Production-oriented: Work environment where the focus is on getting things done Employee-oriented: Work environment where the focus is on relationships Participative leadership: “Let’s do it together!”

76. What’s the Trend among Behavioral Theories? Task-oriented: Focused on getting the work done Relationship-oriented: Focused on getting along

77. Ok this is great, but what do leaders actually do ? Think about the best leader you know… What do they do that makes them so great? Anything we’ve discussed this semester? Anything they would never do (that might make them bad leaders?)

78. Contingency theories

79. Contingency Theories

80. Path-Goal Theory

81. Path-Goal Theory Leader may adopt one of four leadership strategies Directive behavior Instructional, direct, and precise Supportive behavior Nurturing, culture-focused Achievement-oriented behavior Autonomous, self-directed, powerful Participative behavior Collaborative, democratic, and process-focused

82. Path-Goal Theory

83. Situational Leadership Model

84. Situational Leadership Model

85. Relational Theories of Leadership

86. Relational Theories: Leader-Member Exchange (LMX) Leaders form different relationships with followers, creating two types of follower groups In-group: Receive greater responsibilities and more rewards and attention Managed more informally Out-group: Receive fewer responsibilities, rewards, and attention Managed more formally

87. Transformational and Transactional Leaders

88. What do Transformational Leaders do? Practice new mental models Think differently and challenge the norms! Work on the edges of organizations Sometimes we have to think outside of the “center” Share leadership when we can Harness the abilities of your subordinates Live up to your promises Practice what you preach!

89. They inspire!

90. Capitalizing on Inspiration

91. Authentic Leadership

92. Charismatic Leadership Guided by the belief that leaders possess some exceptional characteristics that cause followers to be loyal and inspired We talked about charisma last week!

93. Outcomes of Charismatic Leadership

94. When charisma goes wrong

95. The Dark Side of Charisma The “Dark Side” of charismatic leaders - negative charismatics Adjustment problems can be behind mask of likeability Commitment is not to ideals, but to themselves Choose grandiose projects to glorify themselves; ignore modifications even when there is compelling evidence Highly visible actions but not the time with employees to develop a practical level Not skilled/ interested in protégés – vision is only own identity, fail to develop competent successors

96. Taking all of this together… Three consistent themes in leadership research: Importance of Influencing and Motivating Followers Importance of Maintaining Effective Relationships Importance of Making Efficient Task-Related Decisions

97. Followership

98. Followership Followership involves the willingness to follow within a team or organization

99. Followership 101

100. What is Followership? Five types: Alienated Sheep Yes people Survivors Effective

101. Followership

102. Importance of hiring your followers well

103. Module 12 Summary Many theories of leadership Leadership skills can be trained and developed The hallmarks of leadership are focused on motivation, the task, and building relationships It is just as important to be a great follower as it is to be a great leader!

104. Have a Great week!

105. Chapter 13: Conflict and Negotiation Dr. Dave Arena – MANA 3318

106. Learning Objectives Describe the nature of conflicts in organizations  Explain conflict management styles using the quadrant of cooperativeness and assertiveness  Describe strategies for managing conflict  Identify five styles of conflict management  Define negotiation  Identify the five steps of the negotiation process  Contrast the two approaches for negotiation (distributive bargaining and integrative negotiation)  Discuss the role of gender in negotiations 

107. Today’s Agenda

108. On the horizon This week (April 7 th ) – Chapter 13: Conflict and Negotiation Next week (April 14 th ) – Chapter 16: Organizational Culture Final lecture (April 21 st ) – Chapter 17: Career Management In the labs: Exam 3 Written reports and presentations (and some final thematic maps if they haven’t been submitted already) Any extra credit

109. Let’s Warm Up: Conflict Is conflict at work a bad thing? Why or why not? Can anyone give an example of a time at work where conflict was resolved effectively? What happened?

110. What is Conflict? Any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties Functional conflict: Healthy, constructive disagreement between two or more people Dysfunctional conflict: Unhealthy, destructive disagreement between two or more people

111. What Causes Conflict in Organizations?

112. What Are the Types of Group Conflict? Inter -organizational conflict: Conflict that occurs between two or more organizations Inter -group conflict: Conflict that occurs between groups or teams in an organization Intra -group conflict: Conflict that occurs within groups or teams

113. What Are the Types of Intrapersonal Conflict? Inter -role conflict: A person’s experience of conflict among the multiple roles in their life Intra -role conflict: Conflict that occurs within a single role Person-role conflict: Conflict that occurs when a person in a role is expected to perform behaviors that clash with their personal values

114. What results from conflict at work? What is the bad? What is the good?

115. Consequences of Conflict

116. Why we might want to disagree Gallo finds… Better work outcomes such as increased creativity Greater opportunities to grow and learn Improved relationships (if conflict is resolved effectively) Higher job satisfaction A more inclusive work environment Conflict is ok!

117. Conflict Management Strategies and Styles

118. Mechanisms of Responding to Conflict (the knee-jerk reactions)

119. Mechanisms of Responding to Conflict (the knee-jerk reactions) Defense Mechanisms Fixation – Keeping up something dysfunctional Displacement – Redirecting conflict in a way that is misplaced Negativism - Pessimism Compromise Mechanisms Compensation – Making up for previously negative situations Identification – Responding to conflict like others have before us Rationalization – Justifying our actions by making excuses Withdrawal Mechanisms Flight – Flee! Withdrawal - Regressing Conversion – Emotional conflict manifest in physical symptoms Fantasy - daydreaming What do you think? What works? What doesn’t work?

120. Situational Conflict Management Strategies: The Good and the Bad

121. Nonaction Doing nothing in hopes that a conflict will disappear Example: Sansa Stark

122. Character Assassination Attempt to label or discredit an opponent Example: Lord Petyr Baelish aka “Little Finger”

123. Secrecy Attempting to hide a conflict or issue that has the potential to create conflict Example: Jon Snow, aka Aegon Targaryen

124. Expanding Resources Get more resources! Example: Queen Cersei Lannister

125. Confronting and Negotiating Distributive or integrative negotiations Example: King in the North Jon Snow negotiating with invading Queen Daenerys Targaryen

126. Changing Personnel Remove one or both parties Example: King Joffrey Baratheon (Lannister)

127. Situational Conflict Management Strategies: The Good and the Bad

128. But wait…

129. Third-Party Observers – Tips and Tricks

130. Conflict Management Styles

131. Competing

132. Collaborating

133. Compromising

134. Avoiding

135. Accommodating

136. Show of hands…. Should we take steps to change our conflict management style? Why or why not?

137. Negotiation

138. Negotiation, Love it or Leave it How many of you have negotiated before? At work or outside of work? When you think of negotiation, do you: Get excited? Cringe? Think you’re going to win? Think you’re going to lose? Worry that you’ll be seen as aggressive? Worry that you’ll be seen as weak? Want someone else to do it for you?

139. Negotiation, Love it or Leave it

140. What is Negotiation? A joint process of finding a mutually acceptable solution to a complex conflict Distributive bargaining: A negotiation approach in which the goals of the parties are in conflict and each party seeks to maximize its resources Integrative negotiation: A negotiation approach in which the parties’ goals are are not seen as mutually exclusive, but the focus is on both sides reaching their objectives

141. The Negotiation Process

142. How do we prepare for negotiations?

143. How to prepare for negotiations

144. Negotiation Prep 1. Know what it is you are going to ask for 2. Define your “best case scenario” (BATNA) 3. Be transparent (it shouldn’t be a mystery) 4. Tether what you are asking for with your strengths

145. Information Exchange

146. Information Exchange – What’s the goal?

147. Ensuring a win-win

148. What are the takeaways?

149. Chapter 13 summary Managing conflict depends on not just the people, but the style! There are different ways of approaching conflict depending on how much you care about both parties involved and advancing their interests (assertiveness vs. cooperativeness) We should always try to negotiate!!! Negotiation is uncomfortable, but can hopefully get us what we want And if not, it gives us a sense of how receptive our organization is to our needs!

150. Have a great week!

151. Organizational Culture Chapter 16 Dr. David Arena

152. Learning Objectives Identify the three levels of organizational culture and evaluate the roles they play in an organization. Explain artifacts, values, and assumptions Differentiate the six rites of organizational culture Describe the three stages of organizational socialization and the ways culture is communicated at each step Differentiate culture from climate

153. Warm up Have you every walked into a business and thought “this seems like a cool place to work” Why? Alternatively, have you ever walked into a business and thought “this seems miserable I want to leave immediately” Why?

154. Organizational Culture Organizational Culture : a system of shared meaning held by people within an organization that guides attitudes and behaviors and distinguishes the organization from other organizations. Organizational culture describes how employees perceive the characteristics of the organization, not whether or not they like them.

155. Culture in plain English From the employees’ perspective, culture summarizes “ the way things are around here ” – or “ How is this organization different from all other organizations?” Is the big boss human? Can employees rise to the top? Will I get fired/laid off? How will the boss react to mistakes? Will the organization help me when I have to move? What happens when the boss is caught breaking a rule? How will the organization deal with obstacles?

156. Dimensions of Culture Norms

157. The Culture Iceberg Artifacts Values Assumptions

158. Artifacts The parts of culture we can see, visibly and tangiblly

159. Artifacts Artifacts are the visible elements that give insight into the deeper values of an organization Dress Code Jargon and Language Technology Employee Interactions Physical Environment

160. Values Intangible, but still visible, aspects of culture

161. Values: Visible, but Intangible

162. Core Vs. Non-Core Values

163. Core Values at Zappos Let’s check back in with Zappos… Deliver WOW (good customer experiences) through service Embrace and drive change Create fun and a little weirdness Be adventurous, creative, and open minded Build open and honest relationships with communication Build a positive team and family spirit

164. Values at Netflix

165. Values at Netflix

166. Espoused vs. Enacted Values

167. Assumptions Invisible parameters of our company culture

168. Assumptions that might drive behavior

169. Assumptions – What if they don’t have meaning?

170. Assumptions that might signal a better culture…

171. Rites and Rituals at Work

172. Culture Rites and Rituals Each are unique to specific organizations Rites are the structured and established acts Rituals are the symbolic action(s) that is(are) performed during that Rite. What level of organizational culture to rites exist in ? Artifacts? Values? Assumptions?

173. Rites of Passage Rites of Passage: Showing that our status has changed Retirement parties Promotion events New hire mixers

174. Rites of Passage

175. Rites of Enhancement Rites of Enhancement: Recognizing achievements Awarding certificates to sales contest winners Employee of the month ceremonies Ally Awards Why is it so important that we acknowledge enhancement?

176. Rites of Renewal Renewal: Meant to emphasize change or renewed commitment New training centers New yearly training programs New development opportunities New corporate pillars

177. Rites of Integration and Degradation

178. Rites of Conflict Resolution The rite of airing grievances and disagreements Grievance hearings Town halls Why is it important to be able to air our disagreements?

179. Six Rites of Organizations

180. What does culture “do”?

181. What Cultures Do Define Organizational Boundaries What is this organization and how is it different that other organizations?

182. Functions of Organizational Culture

183. Organizational Socialization The process by which newcomers are transformed from outsiders to participating and effective members of the organization

184. Stages of Socialization

185. How Socialized Are You? What has UTA done to socialize you? Did they do a good job? What about those of you that work, what did your organization do to socialize you? What worked and what didn’t work? Let’s talk about the other side: How can we facilitate newcomer socialization?

186. Successful Socialization Reflected In: Unsuccessful Socialization Reflected In: Job satisfaction Job dissatisfaction Role clarity Role ambiguity and conflict High work motivation Low work motivation Understanding of culture, perceived control Misunderstanding, tension, perceived lack of control High job involvement Low job involvement Commitment to organization Lack of commitment to organization Tenure Absenteeism, turnover High performance Low performance Internalized values Rejection of values

187. Toxic Cultures at Work What might make an organization’s culture turn toxic?

188. Toxic Cultures Sull & Sull, 2022 (MIT Sloan Management Review) What drives a toxic culture? Toxic Leadership Toxic Social Norms Poor Work Design

189. Toxic Leadership "Leadership cannot improve corporate culture unless they are willing to hold themselves and their colleagues accountable for their toxic behavior." 

190. Toxic Social Norms Hyper-competition Character assassination Social undermining

191. Poor Work Design This Photo by Unknown author is licensed under CC BY .

192. Reputational Costs

193. What can we do about it?

194. Toxic Cultures What can we do? Quantify benefits of cultural detox Publicly report progress Model the behavior we expect from employees Track progress with honest data Coach on non-toxic behavior Set expectations and follow through Establish healthy social norms

195. Culture and Voice

196. Voice at Work Proactive voice: Speaking up with new ideas Promotive voice: Speaking up to drive positive change Prohibitive voice: Speaking up to identify and prevent problems Which of these might be the most challenging to enact?

197. Organizational Climate Organizational Culture : a system of shared general meaning held by people within an organization “How things are done over time” Organizational Climate : Current emotional feeling of existing within your organization “How things are here right now”

198. Organizational Climate Culture vs. Climate Culture is deeply rooted in our organizational history whereas climate is more often relevant to specific time Climate is the mood or temperature of the organization Culture is more stable and evolves (i.e., it doesn’t change often) slowly over time Climate can be altered more quickly (more situational)

199. What might make culture change rapidly? Merger Acquisition Initial Public Offering (IPO) Massive Growth Layoffs

200. Takeaways from Culture Culture is above, within, and beneath the surface Organizations have rituals that are unique to their own human capital Socializing and onboarding are critical in driving important job attitudes All organizations have a culture, whether it matches what they signal is a different story! Culture eats strategy for breakfast

201. See you next week for our last lecture of the semester!

202. Chapter 17: Career Management MANA 3318 Dr. David Arena

203. Learning Goals

204. Housekeeping

205. Warm up What do we look for in a career? What are some factors that might predict a career change? What do we do to manage our careers?

206. Careers A career is a pattern of work-related experiences that spans the course of a person’s life

207. Career vs. Job Jobs Short term Low growth opportunities Compensation focused We do what we can to get by Leave work angrier Depleted Mondays Uninterested in values Looking for other opportunities Not enough time in the day Viewed as a grind Careers Long Term Focused on growth Experience focused We want to go above and beyond! Leave work happier Excited to go in on Monday Aligned with our values Upward mobility Fulfillment on the job Viewed as a journey

208. Career Paradigms When we think about traditional careers, we think about… Working in only one career Moving up within only one organization Employee works on their career development alone Do we think this still applies today?

209. Old Career Paradigm

210. New Career Paradigm

211. Career Changes (CNBC, 2022) The “Great Resignation” An ongoing trend of voluntary turnover 53% of Americans who quit their job in 2021 changed their occupation or field of work at some point later that year 2024 surveys indicate that 3 in 10 workers are likely to quit in one calendar year

212. The Great Resignation

213. The Great Resignation

214. The "Quiet" Revolution Continues

215. The Great Resignation 2.0 Engage external consultants to interview employees to break down common issues bias-blind Divide the list into three sections What can you address immediately? What do you need more time for? What can you not address? Share the list with employees

216. Factors that Shape Career Selection

217. Individual Characteristics and Careers

218. Organizational Characteristics and Careers

219. The Career Stage Model

220. The Career Stage Model

221. The Establishment Stage

222. Concerns for Establishment Stage Three primary concerns Psychological contracts Balancing the implicit with the explicit Newcomer socialization Finding your clique Outsider to insider Turning into one of the crowd

223. The Advancement Stage

224. Career Paths Sequence of job experiences that an employee moves along during his or her career Career path Structured series of job positions through which an individual progresses in an organization Career ladder Building competencies by moving: Laterally through different departments in the organization Through different projects Career lattice

225. The Maintenance Stage

226. Is it such a bad thing to be in the maintenance stage? No!

227. Structural Plateaus Occurs when the individual becomes unable to rise further Likelihood of additional hierarchical promotion is very low

228. Content Plateaus Employees who are proficient in the role  Additional development opportunities unlikely No longer excited or curious about their work

229. What do we do while we maintain?

230. Mentorship: Maintenance Work

231. What do we look for in a mentor? How is a mentor different from a leader/boss?

232. Finding a Mentor

233. Mentoring Today

234. Who teaches us to be mentors? We learn from… Our own mentors Our role models (people we don’t know) People outside of work

235. But what if I work remotely? Lots of organizations are setting up remote mentoring programs The beauty of the “cold call” Have a pitch! Ease in!

236. The Withdrawal Stage

237. The Withdrawal Stage: Career Anchors Career Anchors: Network of self-perceived talents, motives, and values that guides an individual’s career decisions Creativity Security Competencies

238. The withdrawal stage: phased retirement Phased Retirement: An arrangement that allows employees to reduce their hours and/or responsibilities in order to ease into retirement

239. The Withdrawal Stage: Bridge Employment Bridge Employment : Leaving one organization for another that allows you to scale back some of your responsibilities

240. “Unretirement” Sometimes we return back to work! Boomerang employees Leaving one organization to then circle back and re-enter the same organization

241. Chapter 17 Summary We are moving away from the old way of careers and toward a more flexible career paradigm We all go through different stages in our careers at different times Each stage comes with its own challenges and obstacles Mentors can help us along the way! Find a career that matches you! Try not to make yourself match a career (you may burn out!)

242. Semester Wrap-Up This semester…

243. Top Trends of the Semester 1: Promote a fair and inclusive workplace where employees feel valued (Ch 1 &2) 2: Acknowledge the challenges head on to keep our competitive advantage (Ch 2) 3: Employees are complex, should be treated as individuals, and are motivated by different things (Ch 3, 4 and 5) 4: Invest time in employees whether it’s training programs, wellness programs, or team building (Ch 6, 7, and 9) 5: Communication is very important; Don’t be afraid to voice concerns at work! (Ch 8 & 11) 6: Know your worth, you have a set of experiences that no one else has, and that organizations value (Ch 3, Ch 5) 7: Be a leader, but also know how and when to follow (Ch 12) 8: With great (workplace-related) power comes great responsibility (Ch 11) 9: Keep tabs on your stress levels, identify issues, and try to make decisions about how to make your work life more manageable (Ch 7, Ch10) 10: Most importantly, use this information to not only understand how you might react to things at work, but also to explain how others may react.

244. Top Trends of the Semester

245. What I will ask of you…

246. Have a safe and restorative Summer break!