motivational analysis of organizations

_____ 9. Know who the people are who decide your future, be visible to them, and
perform in ways that they will think highly of. Also realize that these
people may not all be in the firm for which you now work. Having
contacts so that you have opportunities outside your firm does no harm; if
your supervisor knows that you are wanted elsewhere, he or she is likely
to treat you better.
_____ 10. Build up special skills and know-how that will make you the best in your
job. Special expertise is always in demand, no matter what the fortunes of
your firm may be, so you increase your options and opportunities by
developing it.
_____ 11. Find the really big or complicated job that most needs to be done,
determine how to do it, and make it happen. The people who produce in a
crunch are the ones whom the firm advances furthest and fastest.
_____ 12. Proceed by the regular route: Obtain the training and experience; then
advance in conformity with the career norms. Shortcuts and climbing over
other people are apt to misfire. Working night and day to solve problems
will cause you to burn out and probably will cause problems at home. It is
a question of balance: How much are you willing to pay for quick
promotions? You have to weigh the consequences. You owe it to yourself
and to your family to have a life outside the job.
IV. By and large, you can expect your peers at work to be:
_____ 13. Generally supportive. After all, you are all in the same boat. If the peer
group does not look after its own interests within the organization, who
will?
_____ 14. Important, of course, but the really important colleagues are those who can
pull their weight in a crisis—when you have to put a special assignment
out or cope with a sudden emergency. Only some of these people are
likely to be your peers; many are superiors or subordinates. This is your
real work group.
_____ 15. Critical to your own growth and development in your specialty and vital to
the contribution that this specialty makes to the firm. These people provide
backup or complementary services and skills.
_____ 16. Your main source of competition in regard to career advancement. Your
peers are able to do you serious harm; because they work so closely with
you, they know your weaknesses and can sabotage you easily.
V. Personality-related problems erupt in your department or section. You are not
directly involved, but the trouble could spread if not handled well and quickly. What
would be the best way to react?
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 9