Chapter 7

Personal Growth and Work Stress

Describe the characteristics of adult development

Explain Levinson’s concept of life structures Recognize career anchors and their significance Describe the functions that mentors perform Identify trends in career management and

planning Explain the transactional model of career stress Assess your current life-career situation and

develop a plan for the future

Objectives

7-1Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

“A plan is nothing; planning is everything.”

Eisenhower

People who set clearly stated career goals are more likely to

achieve them

7-2Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Levinson’s Adult Development Model

Leaving the family (16-23 yrs.)Getting into the adult world (26-33) Settling down and becoming one’s own

person (38-50)Restabilization and entering middle age

(55-60)

7-3Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

… Levinson’s Adult Development Model

Task is to establish a life structure – “the pattern or design of a person’s life” – appropriate for each stage of life

Life structures remain stable for about 7 years and are reevaluated during transitional periods

Transitions occur around 30, 40, and 50 years of age

If very turbulent, they are called crises – “the midlife crisis”

7-4Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

The New “Protean” Career Contract

Career managed by person, not organization

Career as lifelong series of experiences, skills, learning, transitions, and identity changes

Development is continuous learning, self-directed, relational, and found in work challenges

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Career Anchors - Defined

Motivational, attitudinal, and value syndromes formed early in life that

function to guide and constrain people’s careers

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Schein’s Career Anchors

Technical/Functional/Managerial Competence

Security and StabilityCreativityEntrepreneurship

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…Schein’s Career Anchors

Autonomy and IndependenceServicePure ChallengeLifestyle

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Four Patterns of CareersLinear – progress through series of jobs

that increase in authority and responsibilitySteady-state/expert – committed to a field

or specialty; field-related expertiseSpiral – move across disciplines from one

field to a related one; builds on old skills but also requires new skills

Transitory – frequent unrelated job changes

7-9Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

How to Balance Dual Careers Limiting the impact of family on work (delay,

subcontract) Taking turns (trade off career and child care) Participating in joint ventures (same career or

same organization) Choosing independent careers (commute) Subordinating one career to the other (one

partner takes a less demanding job or stays at home so the other can optimize career opportunities)

7-10Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Mentor - Defined

A senior person within the organization who assumes

responsibility for a junior person

7-11Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Benefits of Extensive Mentoring

More promotionsMore highly paidHigh job satisfaction

*Especially helpful for

minorities and women

7-12Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Career Functions of Mentors

SponsorshipExposure and VisibilityCoachingProtectionChallenging Assignment

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Psychosocial Functions of Mentors

Role modelingAcceptance and confirmationCounselingFriendship

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Stress - Defined

The nonspecific response of an organism to demands that tax or exceed its resources

Three stages in the stress response:AlarmResistanceExhaustion

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Is Stress Good or Bad?

Positive

When it motivates us to work harder

Negative

When it exceeds our coping abilities and interferes with our ability to perform

When it results in illness

7-16Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Major Causes of Work Stress

Change

Lack of control

High workload

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Costs of Work Stress

Decreased job satisfactionDecreased job performanceIncreased absenteeismIncreased alcohol and drug abuseIllness

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Transactional Model of Career Stress

7-19Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Coping Strategies

Direct action – remove the stressor by changing the situation

Cognitive reappraisal – change the way we think about the stressor or situation

Symptom management – treat

the stress reaction via

exercise or meditation

7-20Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Balancing Work and Nonwork

Design the organization and jobs to support employee growth and achievement

Develop policies that support both work and personal life interests

Recognize that the nature of work and careers have changed

7-21Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

The Future

The Past The Present

Tripod of Life Plan Perspectives

LifePlan

7-22Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner