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New Paradigm Organization in a Post-Modern World

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The first thing we need to do is identify, determine and discuss the differences between the previous view on careers and the post-modern view of careers. We then need to evaluate the influence that these differences have on people’s lifestyles, how it has affected their careers, the new ways for success and development, and the strategies in this postmodern era. The way in which we view careers has changed radically. Traditionally careers were thought to be progressed within the context of one or more parts, and were theorized to progress in linear career strategies. This view was persuasive as it presented individuals with assurances and predictions that they so profoundly required. With the traditional view on careers, also referred to as the Newtonian view, there were boundaries set, and limits placed on the development of individual careers. It is assumed that individuals ultimately had job security. This resulted from loyal and trustworthy employees doing what was expected of them. Newtonian organizations were characterized by structure and systematic processes. These organizations were structured in a hierarchical manner, whereby the organization was a large “machine” and all the sections within it were removable components. Leaders, at the end of the day were in control of the operating of this large machine, and they were the only persons who were allowed to direct. Once individuals were comfortable in their line of work, they became entrenched and accustomed to it. They were resistant to change and required the supervision and guidance from these leaders, in order to perceive themselves as successful. This meant that there was no place for creativity or novelty, unless it was fostered through competition. Careers were ... ... middle of paper ... ...rategies for the 21st century. Executive Speeches, 13(6), 20. Gergen, K. J. (2001). Psychological science in a postmodern context. American Psychologist, 56(10), 803. Hall, D. T. (1996). Protean careers of the 21st century. The Academy of Management Executive, 10(4), 8-16. Ryan, R. M. (1995). Psychological needs and the facilitation of integrative processes. Journal of Personality, 63(3), 397-427. Savickas, M. L., Nota, L., Rossier, J., Dauwalder, J., Duarte, M. E., Guichard, J., . . . Van Vianen, A. E. (2009). Life designing: A paradigm for career construction in the 21st century. Journal of Vocational Behavior, 75(3), 239-250. Savickas, M. L., Nota, L., Rossier, J., Dauwalder, J., Duarte, M. E., Guichard, J., . . . Van Vianen, A. E. (2009). Life designing: A paradigm for career construction in the 21st century. Journal of Vocational Behavior, 75(3), 239-250.
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