MGT2201 Module 5

1
MGT2201 Module 5

• Personal and Professional Career Development for
  Administrative Staff

2
Where have we been?

• Module 1 Management
• Module 2 Administrative management
• Module 3 - Recruitment, selection and development
  of admin staff
• Module 4 Supervision and motivation of admin
  staff

3
Where are we going?

• Careers and career management
• Changes in career management techniques
• Objectives of career management
• Steps in personal career management
• Stages of a career
• Benefits of professional associations
• Barriers to career progression
• Research on barriers to career progression

4
Why career management?

• You need to manage your own career
• You are likely to be responsible for the careers
  of employees or may already be responsible for
  their careers

5
Career

• Robbins et al. (2000) claim that, in popular
  usage, the term career can mean
• Advancement, e.g. his career is progressing
  nicely
• A Profession, e.g. she has chosen a career in
  medicine
• A lifelong sequence of jobs his career has
  included fifteen jobs in six different
  organisations
• Refer Study Book, p. 5.3-4

6
Career Management

• Armstrong, 1991(p. 471) provides the following
  definition of career management
• Career management plans and shapes the
  progression of individuals within an organisation
  in accordance with assessments of organisational
  needs and the performance, potential and
  preferences of individual members of the
  enterprise.
• 
  Refer Study Book, p. 5.4

7
A more recent definition of career management

• Epperheimer (1997)
• .. (keeping) employees abreast of fast-changing
  skills needs so they can maintain their
  employability and find the best match between
  their preferences and the job market

8
Aims of Career Management Policies

• Finding new and creative managerial pathways
  that will
• Benefit both the organisation and the employee by
  broadening and diversifying the employees skill
  base
• Lead to ongoing training focusing on growth,
  responsibility, empowerment and performance
  incorporating values and vision
• Keep pace with change and give employees the
  tools to identify future needs

9
Traditional Corporate Career Management v the New
Protean Concept

• Traditional corporate career was perceived as
  managed by the organisation
• The protean career is perceived as being managed
  by the employee
• Long term employment and security are no longer
  taken for granted in career planning
• Refer Selected Reading 5.1 pp. 23-37

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Protean careers

• The protean career is a process which the person,
  not the organisation, is managing.
• The career is a lifelong series of experiences,
  skills, learning, transitions, and identity
  changes
• The protean persons own personal career choices
  and search for self-fulfilment are the unifying
  or integrative elements in his or her life.
• Development is
• Continuous learning
• Self-directed
• Relational and
• Found in work challenges
• Development is not necessarily
• Formal training
• Retraining or
• Upward mobility

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Protean career contracts (2)

• The ingredients for success change
• From know-how to learn-how
• From job security to employability
• From organisational careers to protean careers,
  and
• From work self to whole self
• The organisation provides
• Challenging assignments
• Developmental relationships
• Information and other developmental resources
• The goal PSYCHOLOGICAL SUCCESS

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Psychological contract

• Term used to describe the employer-employee
  relationship
• Employee loyalty and commitment dependent upon
  the degree to which their expectations of the
  organisation are met
• Has there been a change from long term relational
  contract to short-term transactional contract?

13
Employee responsibility

• Employees may have to reinvent their careers
  numerous times, and must continuously update
  their technical skills to stay employable
• Employees need to take part in a lifelong process
  of learning and development ie
• Self assessment
• Environmental assessment
• Goal setting
• Action planning

14
Preventing professional obsolescence

• Kotter (1995)
• .. it is essential to aggressively seek learning
  opportunities at work, not just to maintain job
  satisfaction but also to ensure your
  employability in a turbulent economic environment
• Koonce (1998)suggests employees take an
  aggressive approach to continuous learning ie
• Develop a work ethic
• Sharpen your professional saw
• Set aggressive development goals
• Make professional development your first loyalty

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Steps in Personal Career Management

• Identify your long term goals and be prepared to
  reevaluate
• What do you want to be?
• Where do you want to be?
• View every educational or work-related
  achievement in terms of how it will help you
  reach your long-term goal

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Managing Oneself (Drucker 1999)

• Stresses the need to develop and manage ourselves
• Stresses the need to stay mentally alert and
  engaged during a 50-year working life
• This means knowing how and when to change the
  work we do.

17
Managing Oneself (Drucker 1999)

• Drucker (1999) provides these questions to
  successfully manage ourselves during a 50 year
  working life
• What are my strengths?
• How do I perform?
• What are my values?
• Where do I belong?
• What should I contribute?
• Refer Study Book, p. 5.5

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Managing Oneself (2)

• Know your strengths
• Feedback analysis is extremely helpful
• Concentrate on your strengths
• Put yourself where your strengths can produce
  results
• Work on improving your strengths

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Managing yourself (3)

• Know how you perform
• Determine your personality type
• eg Myers Briggs Type Indicator
• MBTI Personality Test
• Descriptions of the Myers Briggs Types
• Personality Types
• A few common personality traits usually determine
  how you perform

20
Managing yourself (4)

• Know how you learn
• What is your learning style?
• VARK guide to learning styles
• student learning and the Myers Briggs Type
  Indicator
• Recognise that others may not share your learning
  style

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Managing yourself (5)

• Ask yourself
• Do you work well with others?
• What are your values?
• Where do you belong?
• Large or small organisation
• Decision maker or not

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Koonces 4Ms of Career Success

• Mission
• Am I doing work that is personally meaningful to
  me?
• Does my work tap my talents and give me
  continuing opportunities to grow?
• Motivation
• Through reevaluation of job and career goals
• Market
• Market yourself effectively to make new career
  goals come true
• Tap into professional network for ideas and
  emotional support
• Manage
• Manage your time to ensure you attain your goals

23
Stages of a Career

• Exploration Stage (to mid-twenties)
• Establishment (mid twenties mid thirties)
• Mid-Career Stage (35-50)
• Late Career Stage (50-70)
• Decline
• Refer Study Book, pp. 5.7-5.9 (fig 5.1)

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Stages of a Career
HIGH
Exploration
Mid-career
Late career
Decline
Establis-ment
Performance
LOW
5
20
10
15
25
30
40
35
45
50
55
60
65
70
75
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Robbins, Bergmann and Stagg Exploration Stage -
25

• Influenced by others
• Transition from school to work
• Begin to narrow career options
• Development of expectations about career
• Unrealistic expectations may become problematic
  for employee and organisation

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Robbins, Bergmann and Stagg Establishment Stage
25 - 35

• Starts with search for work
• Moves through attainment of first job to being
  accepted by peers, learning the job and gaining
  the first tangible evidence of success or failure
• Typified by steadily improving performance,
  making and learning from mistakes
• Organisations can provide support through
  orientation and mentoring

27
Robbins, Bergmann and Stagg Mid-career Stage
35-50

• Performance either improves, levels off or
  decreases
• No longer regarded as learners so mistakes
  carry greater penalties
• Greater responsibilities and greater rewards
• May also be time to reassess, change jobs, adjust
  priorities or pursue an alternative life-style
• (continued next slide)

28
Robbins, Bergmann and Stagg Mid-career Stage
35-50

• Awareness of advancing age and limited life span
• Awareness of aging and associated bodily changes
• Awareness of likelihood of achieving career goals
• Changes in family relationships eg children
  leaving home
• Changes in work relationships
• Decreased job mobility
• Increased concern for job security

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Robbins, Bergmann and Stagg Late-career Stage
50-70

• For employees who have continued to grow can
  offer organisations much in respect to judgment
  and experience
• For employees who have stagnated or deteriorated
  may be typified by decreased work mobility

30
Robbins, Bergmann and Stagg Late-career Stage
50-70

• High achievers in previous stages may see
  retirement as the giving up of a major component
  of their identity

31
Relevant professional associations

• Australian Institute of Management (AIM)
• Australian Institute of Office Professionals
  (previously Institute of Professional Secretaries
  and Administrators (Australia) IPSA)
• Records Management Association of Australia
• Refer Study Book, p. 5.9

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Benefits of professional associations

• One way of keeping up to date with the latest
  knowledge and trends in your chosen career is to
  join relevant professional associations to enjoy
  benefits such as
• Networking
• Accreditation
• Training and development
• Keeping up in a less formal way
• Professional stimulation
• Complies with the concept of lifelong learning

33
Barriers to Career Development for Women and
Minorities

• May include
• Prejudice i.e. treating differences (sex, race,
  etc) as weakness
• Poor career planning by women and other minority
  groups resulting in lack of experience and
  credentials necessary for promotion
• Existence of a lonely, hostile and unsupportive
  work environment for non-traditional managers
• Lack of organizational understanding by the
  non-traditional managers
• Difficulty in balancing career and family demands
• Refer Study Book, p. 5.9

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Analysis of Current Research on Barriers to
Career Progression

• Write one sentence on each of the following
• Just a sec secretary syndrome
• Ghetto Occupation
• Dual labour market theory
• Segregation theory
• Human Capital Theory
• Discrimination Theory
• Patriarchy
• Rug rankings
• Refer Selected Reading 5.8