Becoming creative about different scenarios to pursue about your career in the future

 

 

This involves becoming creative about different scenarios that you are willing to entertain about your career in the future as you move on after the EMBA programme. You do not have to be considering a radical career change to get value out of this exercise. Even if you are perfectly content with your current arrangements, there is always room to explore more rewarding ways of advancing your chosen career path. Before you get there, however, it is important to take stock of your aspirations and commitments. If you have kept a copy of your UGM assignments on your “dream job” and your “eulogy” – or even your essays from your application to the programme – you may find it useful to pull them out and re-read them. In addition, please refer to the conversations that you have had with your career coaches during the programme. This assignment has two parts, both of which need to be submitted (in a single document).
Part A: In about 500 words:
1. Describe how your aspirations have changed in the last 1.5-2 years:
• Point out 2-3 key differences between the aspirations you currently have and those that were implied in either your “dream job” or “eulogy”
• Describe your near and longer-term aspirations and how they relate to your core values
• Think about those changes in your aspirations that would not have taken place had you not embarked on the EMBA programme. What specific aspects of your experience would you credit with triggering these changes? For example, you can refer to courses and lecturers that influenced you, fellow students, serendipitous moments, work colleagues, speakers, etc.
2. Describe the commitments that will help you to realise your aspirations.
• What commitments will you have to make or alter?
• What commitments are fixed, which you would never break or renegotiate?
• What resources will you develop to help you reinforce your commitments?
(You may want to refer to the article by Sull & Holder posted on Canvas, for tips on how to think about commitments.)
Part B: Draw three “Odyssey plans” (see below) and provide a brief explanation for each
Now put aside your aspirations and commitments statement and place your energy in outlining 3 “odyssey plans” (Burnett & Evans 2016: 78-91; see also template at end of syllabus). Imagine you are a designer in charge of plotting out your life and you want to describe three increasingly outlandish scenarios that you are considering.
• Plan 1 is the one you will undertake if nothing changes
• Plan 2 is the plan if the above is no longer available
• Plan 3 is the plan if you are not concerned about loss of income or loss of face

Sample Solution

Practicing a joyful activity can enhance both your professional and personal lives. You may have found your passion if you are enthused about a topic or workout. Knowing how your hobbies translate into passions will help you exercise them both inside and outside of the workplace. We define passions and present 70 examples of passions to pursue based on your interests in this article. A passion is a value that means a lot to you or an activity that you like doing. You may feel pleased and comfortable when you pursue your passions. As a businessperson,

otivation Motivation is again a product of good leadership. Motivation is highly personal, and it is the leaders responsibility to understand what motivates each individual and implement policies to obtain maximum performance from a group. The importance of the leaders role in motivating individuals is highlighted in Herzberg’s Two Factor theory. The theory highlights factors that must be in place to avoid dissatisfaction, hygiene factors, and factors that promote satisfaction, motivation factors, shown in Figure 4 (Pettinger, 2007). Herzberg’s theory helps to decipher what motivates individuals, but does not advise on how to implement this to produce maximum productivity from an individual, this is achieved by using the theory in conjunction with other motivational theories such as goal setting theory. Figure 4: Hygiene and Motivating Factors (Pettinger,, 2006) Goal setting is not just an important part of motivation, they are essential for both teamwork and successful leadership, they provide indication on what must be achieved, how much effort they must devoted to achieve it and they act as the primary source of job motivation for individuals, therefore setting them accurately is essential (Pettinger 2007). Specific and clear goals are the most effective motivators, and will lead to optimum performance, therefore it becomes essential for a leader to understand what motivates each individual within a group (Pettinger, 2007). Motivation is highly personal, and can differ massively across a group, so the leader must adapt how they motivate to suit each individual, this highlights the need for an organisation to implement policies that allow leaders to be flexible in how they reward individuals. Issues arise when goals are not set well, if the goals are ambiguous, unachievable or too easy then the individual will lose motivation (Pettinger, 2007). Once goals have been set it becomes essential for leaders to regularly assess how individuals are progressing towards them, if well then goals should be made more challenging, if they are struggling then the goals should be made easier. Goals also allow for leader to assess how the team are performing, and how their leadership style is functioning with the group, if goals are not being met the leader must adapt how the team interact together or their leadership style to achieve them.

Conclusions The theories discussed provide a framework for understanding teamw

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