Module 5: Discussion

Career Strategies
Prompt #1: Follow the instructions for the “Career and Life Orientation Index” in your textbook.
What was your average score – and what category (from “highly organizational” to “highly protean”
did you fall into? Based on what you have read about the organizational versus protean career
models (review Chapter 1/Our Career and Work-Life Model/page 11), do you feel that the
instrument accurately captured your orientation? Why or why not? Please provide an example or
two from your own life.

The Career and Life Orientation Index was beneficial in understanding myself. My average
score was 3.09 and fell within the Highly Organizational category. I believe that my results are
accurate to some extent. Being highly organizational means that the organization I prefer to work
within oversees decision-making, regular schedules, and who moves up the corporate ladder. In
today’s day and age, it may be more difficult to find quality opportunities for upward mobility than
here were 10-15 years ago (Harrington & Hall, 2007, p. 102). I feel that being highly organizational
is more traditional, but it can be beneficial when trying to delegate work, parenting, school, general
homelife, and more. Currently, in my life, I feel these results are fitting. One topic I found interesting
is that more people are identifying with industries rather than specific organizations (Harrington &
Hall, 2007, p. 102) and within my current role I can see how that is very true. Although my current
organization has its pros, I would not consider myself a lifetime loyal employee to them. The
organization I work for is large and there are standards that are required of employees, although
some may find this dynamic not flexible, I actually feel it is. Having a set schedule allows me to
schedule appointments or plan trips etc. based on my normal availability. It allows me to be more
organized in my daily life.

Prompt #2: As you review the hypothesized career and life facets, (self-direction/organizational
orientation/values expression/whole-life balance/family focus/community involvement),
comment on your scores/priorities there. Which of these are most important to you? Which are
least important to you? What implications does this have on your career choices? (Make some
connections to your self-assessments).

The hypothesized career and life facets all fell within a close range except for one with
which I did not completely agree. My lowest score was on community activity, in relation to work
opportunities. Community, non-profit, and giving back are all quite important to me.
Understandably this relates to having an opportunity within my work role to be part of the
community. So, finding a healthy balance and scoring range for community involvement seems
more fitting, but I scored very low with a 2. In my current role I am responsible for organizing my
team’s quarterly community involvement activities. Whether it is volunteering, giving back, or
fundraising it is my responsibility to ensure we have activities planned for the year. In doing this I
believe it fills the gap of my desire to be involved with the community and I enjoy organizing it all.
My highest score was for whole life balance focus and the opportunity to maintain this balance. I

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agree that this should be my highest scoring facet. When looking at career opportunities I strive to
find positions that allow me to still be home at a decent hour, and have the flexibility for any
appointments or personal needs as necessary. It is important for corporations today to have such
flexibilities in their work environment due to changes in home life these days such as multiple
people in the household working. Maintaining balance can be especially difficult in today’s world
because there is constantly something going on, constant needs, and adjustments so without a
career role that allows for flexibility and balance it can be complicated to keep everything aligned.
One of my other high-scoring facets was self-direction. Self-direction and having a high degree of
autonomy. I strive to be independent and give myself credit for the work I have done both
personally and professionally. Within my career being self-directive is very beneficial to
management and the team I am on because it gives them the freedom to work on what they need to
know that I am completing necessary tasks to assist. If it were not for the growth opportunities
within my career choices I’ve made though, I do not feel I would have scored as high for being self-
directive, it has taken time for me to learn how to be this way.

Prompt #3: Follow the instructions for the “Ideal Organization Exercise” in your textbook. Use each
of the headings provided and briefly “sketch out” your conceptualization of the ideal organization.
In responding to each heading, you can write a brief paragraph or “bullet” response (as in the
textbook example). Be sure to see the specific questions posed under each heading in the text.
Elaborate, and be specific – let your mind wander.

My “ideal organization”

Products/Services

 My ideal organization would be involved in a non-profit, specifically one that collaborates with
veterans, special needs kids, and foster children. The non-profit would utilize professional
councilors on contract and horses to complete sessions of equine therapy with the individuals.
The markets non-profit would serve are veterans, special needs kids, and foster children
(veterans of all ages, special needs kids ages 1-18yrs, and foster kids 1-18 yrs.). The customers
would be family members of the individual participating, government agencies such as
adoption centers, veteran centers, foster agencies, and schools. The non-profit would provide
services of equine therapy supervised by a professional counselor and equine professional.
Products would not necessarily be part of our services, but t-shirts and general items to support
the non-profit would be available for sale.

Structure

 Within my ideal organization I would be self-employed. In doing so I could have more freedom
to set up the non-profit as desired. And due to it not being a very large non-profit, with less than
15 horses in rotation for services, I would have the opportunity to put more focus on the
company. It would also be a single organization by itself having the councilors and staff assist
with the daily needs. The non-profit would operate at a local level, I feel getting too large may
be difficult to keep the culture of closeness I would like to have for a not-for-profit.

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Culture

 The non-profit organization’s mission is to improve the lives of those living with PTSD/TBI,
and emotional, physical, and psychological disabilities by connecting them to the healing
powers of horses utilizing equine therapy techniques.
 To be a not-for-profit organization that can connect with local community members in need
of healing by using natural tools of therapeutic horseback riding to benefit their lives.
 We would communicate these statements to employees by completing a two-week training
that requires them to memorize both the mission and vision statements. Once completing a
two-week training they would be required to become knowledgeable in the basic skills of
equine therapy assisting to gain a clear understanding of the values and importance of the
work being done.
 The working atmosphere would be filled with hope and the comfortability of knowing we
are doing our best to help those in need. We like to have fun but also understand there are
moments in therapy that can be difficult for those going through it.

Management Style

 Preferably, I would prefer to be supervised by a group of leaders within the organization. I

would not like to be the only decision-maker and would want to ensure that I am also held
accountable as necessary.
 Management can ensure accountability and quality by establishing clear expectations from
the beginning of what needs to be done, and what is involved with the therapy/program
and support those in need by providing necessary resources to staff. I also believe building
quality connections of community within the team is important, especially with a more
informal atmosphere.

Job Scope

 Within the non-profit I see myself overseeing the day-to-day and assisting as a leader where
necessary. Whether that is stepping in to help with the horses, staff, or those in the program
I would like to be hands-on more often than not while soliciting support.
 I would have a lot of responsibility as the founder and a leader in the organization. Keeping
the books, and finances, and overseeing the general business and how it is run daily. I would
also be part of planning for the future.
 I would be supervising the work of others within the organization but would give them the
freedom to complete tasks as they see fit until there is an issue. We would have guidelines
and requirements but give opportunities for finding the best path to success as well.

Values

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 The organization is very involved with its customers and works 1:1 with them on a regular
basis. Because we are a non-profit, we would be involved in the community around us to
solicit support, give support to those in need, and advertise our services. We would also
participate in local fundraising, parades, and events as deemed fit.
 The organization values:
o Honesty
o Respect
o Balance
 Bravery
 Empathy and compassion
 Fairness
 It would embody these values by highlighting them within the therapy sessions the
customers are involved in. I believe it is important to remind them of each of these values
and how they relate to their path of healing.

Evaluation Methods
 Team evaluations would be completed on a quarterly basis. I feel it is important to stay
connected and on the same page with everyone on a team, so even having 30 min 1:1 each
quarter to connect, gain feedback, or discuss any issues is key to keeping the business
flowing.
 The team would use “Connects” and “SMART” goals as they fit. Connects would be more
personal and allow for open conversation of how things are going, any struggles, current
performance, and what they are looking forward to next.
 Leadership and peers would complete evaluations. By including everyone it helps keep the
communication forum open and build on community within the team.

Reward Systems

 The organization rewards its members by doing giveaways, offering time off as needed,
yearly bonuses as fit, and offering discounted rates to complete any therapies themselves
when needed or for family/friends.
 The policies for compensation, promotions and benefits are below:
o Compensation – dependent on role, experience, and level higher (full time/part-
time)
o Promotions – after one year of service can be eligible for a promotion. Promotion is
based on skill level, role, role wish to have/be promoted to, compensation
requirements of the employee, and internal opportunities
o Benefits – health benefits are not offered at this time due to our small size, but as the
organization grows would like to offer full-time employees health benefits. Other
benefits include time off, discounted therapy rates, and discounted “swag” rates.

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 Performance-relateded incentives are offered after one year of employment. Raises and
bonuses are only offered to full-time employees and based on their role. There are no stock
options.

OGL 482 Pro-Seminar II