Chapter 8 - BA340

Patagonia Video

"If you don't need it, don't buy it"

Protean career

A career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment.

sabbatical

A leave of absence from an organization to renew or develop skills.

dysfunctional manager

A manager who is otherwise competent may engage in some behaviors that make him or her ineffective or even "toxic"—someone who stifles good ideas and drives away employees.

coach

A peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback.

mentor

An experienced, productive senior employee who helps develop a less experienced employee (a protégé).

transfer

Assignment of an employee to a position in a different area of the company, usually in a lateral move.

promotion

Assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase.

downward move

Assignment of an employee to a position with less responsibility and authority.

Focus, training= current, development= future Use of work experiences, training= low, development= high Goal, training= preparation for current job, development= preparation for changes Participation, training= required, development= voluntary

Be able to complete the table given some elements (table 8.1)

glass ceiling

Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.

Assessment

Collecting information and providing feedback to employees about their behavior, communication style, or skills.

externship

Employee development through a full-time temporary position at another organization.

feedback

Information employers give employees about their skills and knowledge and where these assets fit into the organization's plans.

Myers-Briggs type indicator

Psychological inventory that identifies individuals' preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development.

Data gathering, focus on competencies needed for career success Feedback, maintain confidentiality Goal setting, involve management and coaches/ mentors Action planning & follow-up, involve management and coaches/ mentors

Recognize the four steps in the career management process (figure 8.3)

Employee development

The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.

succession planning

The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant.

self-assessment

The use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies.

Promotion Transfer Downward move Job Rotation Temporary assignment to another organization

What are the five elements of job enlargement featured (hint: five arrows) (figure 8.2)

Interpersonal relationships Formal education Assessment Job experiences

What are the four approaches to employee development given? (hint: diamond) (figure 8.1)

In-basket exercises

exercises that simulate the administrative tasks of a manager's job, using a pile of documents for the employee to handle

job enlargement

job enlargement involves adding challenges or new responsibilities to employees' current jobs.

job rotation

moving employees through a series of job assignments in one or more functional areas.

360-degree feedback

performance measurement by the employee's supervisor, peers, employees, and customers.