3400 Exam 4 Topic 10-12

Topic 10

Diversity in the World of Work

Our nation was settled and developed by immigrants. They were of different nationalities and races
and they had their own values, spiritual beliefs and traditions. Except for Native Americans, everyone
else can trace their ancestry to another part of the world, including those who were brought to this
land under adverse circumstances.

Successive waves of immigrants came to the United States from Ireland, Italy and other European
countries, often sharply divided by language, culture and religion. But over time, the differences
among Americans of European ancestry blurred as their cultural and economic influence dominated
the development of the nation.

As the nation has grown, so has the number of diverse populations within it. Diversity comes in many
forms-cultural-ethnic groups, nationalities, age groups, gender differences, religious beliefs and
sexual orientation. Diversity is also affected by circumstances such as physical or mental disabilities.

Our nation is best viewed as a mosaic of cultures, with separate pieces or tiles, rather than a blend
from a "melting pot." It has been suggested that a diverse society is like a salad that is mixed
together, with individuality intact, to a make a wholesome entree. As citizens we sometimes mix with
one another and at other times we remain distinct. This also characterizes the world of work.

For a long time, stereotypes and prejudices prevented diverse people from working well together.
Discrimination led to the loss of valuable resources and fostered unhealthy suspicions, rivalries, and
unfair practices that sabotaged growth and prosperity. The detrimental economic and social effects
still linger and there is more work to be done toward achieving real equity in the workplace and in
American culture.

Throughout its history, the United States has confronted prejudice and discrimination affecting
minorities and disadvantaged groups -- from the nation's regrettable treatment of Native Americans,
to its painful struggle over slavery and its remnants, to expansion of gender equality principles, to
inclusion of Americans with disabilities.

Now, we are the most economically advanced nation in the world and our nearly 300 million
inhabitants enjoy, for the most part, the highest standard of living the world has ever known. This
has been a result of our nation's slow but steady movement toward equal rights and valuing
diversity.

The New Workforce

The United States has almost 150 million employed and unemployed workers, according to the U.S.
Bureau of Labor Statistics (BLS). A quarterly report (2005) emphasized that America workers are
aging and more diverse. Women and members of racial and ethnic minorities are more prominent in
the workforce than they were in the 20th century.

In addition, the immigration component appears to be shifting the race issue. As immigrants make
more wide ranging choices for where settle throughout the U.S., the various regions, states and
communities develop their own patterns of diversity.

The changes you see in one community may be vastly different from those in another. Some places
experience cultural confrontations daily, while others may barely notice the persistent cultural
changes that are happening.

More immigrants are moving into the United States than at any time since World War I, almost 100
years ago. Now 90% of all legal immigrants are nonWhite, and Asians and Hispanics have joined the
American mix in large numbers. It has been said that the United States has embarked on a policy of
multiracial nation-building that is without precedent in the history of the world.

In a recent report called "Futurework: Trends and Challenges for Work in the 21st Century," the U.S.
Department of Labor notes that, by 2050, the U.S. population is expected to increase by 50% and
minority groups will make up nearly half of the population. Immigration will account for almost
two-thirds of the nation's population growth. The population of older Americans is expected to more
than double. One-quarter of all Americans will be of Hispanic origin. Almost one in 10 Americans will
be of Asian or Pacific Islander descent. And, more women and people with disabilities will be on the
job.

There may have been a time when workplace diversity was seen as more the concern of the major
corporations and the federal government. Now it has become everybody's business. Every state in
America now hosts multicultural communities. As Joanna Krotz says, in writing for Microsoft.com,
"Rainbow demographics ere a fact of business life."'

Of course, the legal and moral arguments for diversity are well grounded. Discriminatory hiring
practices not only demean the human spirit, they've been against the law for decades. Nonetheless,
employers have been notoriously slow to change. Social and political policies like "minority quotas"
and "affirmative action" turned controversial for advocates and critics alike and even ran afoul of the
law, as with university admissions policies.

Today, the growing diversity of the population of the United States is making an unmistakable impact
on the composition of the marketplace. Diversity brings new interests, needs and demands to the
consumer market, in terms of both goods and services. Furthermore, the growing world market and
multinational businesses call for workers who can appreciate and work successfully in many different
cultural contexts.

No one thought much about making the business case for diverse employment until reports of the
changing workforce and consumer demographics revealed their impact on the bottom line - profits.
Nowadays, global corpor3tions are busy recruiting diverse work groups because it's good for
business. Progressive small and mid-tier firms are following their lead. As one bank officer put it,
"When you look at how many different cultures we have within our communities, you are at a
competitive disadvantage if you don't understand the uniqueness of each culture."'

Valuing Diversity

Diversity initiatives in business and industry are aimed at ensuring a diverse workforce through
recruitment, development and opportunities for upward mobility. Corporate initiatives tend to have a
strong component aimed toward creating a visibly diverse workforce at all levels. Inequities and
internal barriers for career progression are also being challenged successfully.

Companies that are implementing diversity initiatives are focusing on ways to enhance the
productivity and contribution of all their employees, from all populations. Corporate professionals
claim that in order for diversity initiatives to be successful they must be "inclusive." In other words,
definitions of diversity must consider all employee populations. For example, The Pillsbury Company
defines diversity as "all those things that make us different." Most corporations provide specific
examples such as: race, religion, gender, age and disabilities, and some even include sexual
orientation.

Should sexual orientation be a consideration? The Census Bureau (2010) estimated the number of
same-sex households in the United States to approximately 646,000 nationwide. The data show that
the number of same-sex 1ouseholds in the United States jumped 80 percent in ten years, though it
remains a small fraction of all households. The number of unmarried partners rose 64 percent, while
the number who said they consider themselves married almost tripled.

Since then, New York State became the sixth and largest jurisdiction in the country to legalize gay
marriage. In addition, growing cultural acceptance of same-sex couples reached a milestone when the
U.S. military ended its 18-year "don't ask, don't tell" policy, which barred gay service members from
revealing their sexual orientation. The end of the policy has allowed same-sex military couples to
come into the open after years of hiding their relationships.

Homosexual relationships are represented in every profession and every industry at every level. In
addition, the latest census reports dispels the notion that gay and lesbian people only live on the
coasts and in major urban areas. Further, the actual numbers of gay and lesbian citizens is
underreported as the data reflects only couples, not individuals.

Big business views this group as having a notable niche in the marketplace. Yet, it continues to be
one of the most controversial issues related to diversity in the workplace. There are several states
that specifically ban homosexuality and same-sex marriage.

Whereas the strength of many of the nation's competitors is their homogeneity, it is America's
diversity that represents both its biggest crisis and its greatest opportunity. The question is: Can
we adapt our old ways o' being, the ways we have traditionally valued people as is now reflected in
our organizational culture, management practices, employees and customer relations?

Diversity is not about forcing others to accept beliefs contrary to their own. Rather, it is learning to
respect, and even to value, views and others who are different. Diversity cannot be exclusive; it
must be inclusive. Creating inclusive policies and work environments benefits everyone by breaking
down real and artificial barriers between groups and tapping into everyone's potential.

The new workforce offers great potential. But, only when barriers to individual contribution,
creativity and working relationships are abolished will companies fully tap into the rich resources all
their employees have to offer. Valuing diversity is about recognizing the potential and contributions
of all employees and the implications for the workplace and nation's economy.

Women in the Workforce

Women have always played a crucial role in American labor. Their jobs changed dramatically as our
society moved from a largely agrarian culture to a largely urban one. The types of jobs available to
working women also changed dramatically each time that our nation was engaged in war or when our
economy went through periods of recession and depression.

These shifts were accompanied by changing values and attitudes regarding gender roles. The
changes were also closely associated with events that expanded human rights. Consequently, they
had a tremendous impact on the working conditions for minority populations.

The history of working women is a testimony to the need for and the power of valuing diversity. It
has only been within the last few decades that gender bias has been confronted, opening more
employment opportunities to women.

The Old World of Work for Women

In pre-industrial society, nearly everybody worked and almost no one worked for wages. Most
families produced nearly all their household goods. Women's efforts usually focused on work in and
around the house, but it was not unusual for a woman to work in the fields.

Differences of wealth sharply divided the labor force. A wealthy woman might have run the dairy,
supervised the vegetable gardens, managed and instructed servants, ordered supplies, and planned
menus. Indentured servants and slave women did the manual labor of the household. Some worked in
the fields, plowing, digging and harvesting alongside the men. Others laundered, nursed, cleaned and
cooked.

With the onset of industrialization at the beginning of the 19th century, women in farming families
brought cash into the household by participating in cottage industries. Typically, they accepted a
consignment of goods from a merchant or factory. Instead of cash, it was not unusual for them to
receive some small portion of the goods they had made, which they could then sell or use in their
homes.

This mode of production, called the putting-out system, could involve many members of a household
in such activities as binding shoes or stitching gloves. It rarely provided an income that was steady
or sufficient enough to support a family, but it helped.

Spinning and weaving were probably the first work activities to move from home to factory. In the
period from about 1800 to 1850, widows, children and young unmarried women were drawn to
factory work and they made up the core of the first factory labor forces. At first, women in the mill
towns could learn a skill and earn enough income to support them in minimal comfort.

But by the 1850s, mill owners were cutting wages and increasing the intensity of the work. Young
single women with other options left the mills and were replaced by poor immigrant women and
children. Long hours, subsistence pay and harsh working conditions undermined the health and
well-being of these women and children, whose working days stretched to include many hours of
household labor as well. It was a difficult life.

There were a few women in a variety of other occupations, some of which paid reasonably well, such
as printers, cigar makers, teachers and telegraphers. A handful ran their own businesses or earned
their living as writers and lecturers.

Most women held traditional jobs such as domestic service, sewing or laundering until long after the
Civil War. In 1870, about 60% of all female workers were engaged in some aspect of domestic
service. Another 25% earned their livings in factories and workshops.

Except for janitorial work, factory jobs were off-limits to Black women. As late as 1900, when the
proportion of White women in domestic service had dropped below 50%, most women of color
supported themselves and their families with various forms of domestic service. Others participated
in the agricultural work that continued to sustain the majority of Black families.

During the late 19th century, reasonably prosperous married women were discouraged or even
banned from working outside the home. The wives and daughters of skilled male workers depended
on their husbands and fathers to earn a wage sufficient to support a family.

In theory, this "family wage" would protect women from the harsh realities of the job market. In the
labor force that emerged at the height of the industrialization process, virtually all skilled jobs and
access to occupational mobility were reserved for male workers.

Although women worked outside their homes, they usually occupied the least skilled and poorest
paid jobs. Their efforts to improve their condition included attempts at collective action and
unionization. It was an assertive effort that had implications for future labor movement action.

War and the advent of new technology are two factors that have always played significant roles in
freeing women from traditional boundaries in the labor force. For example, women first entered
business offices during the Civil War and their tenure in federal jobs expanded steadily thereafter.
The demands for their services in times of war sowed the seeds of new perspectives of working
women. The invention of the typewriter and other machines also speeded their integration into jobs
outside the home.

Still, by 1900, less than 10% of all employed women worked in offices. That number climbed
dramatically after the turn of the century, so that by 1920, more than 25% of all employed women
held jobs as office workers or telephone operators. This proportion equaled that of factory workers
and would soon surpass it. At the same time, the proportion of women employed in domestic work
plunged. By 1920, fewer than one in five women had a job in domestic service, compared to three in
five in 1870.

Women also found jobs in new professional fields like nursing, library science and social work, and a
few broke into the ranks of medicine, journalism and law. By 1920, the proportion of professional
women had climbed to 13% and it increased rapidly thereafter.

Consumer goods became less expensive and families wanted more, from automobiles to vacuum
cleaners, telephones and better housing. Consequently, married women were increasingly drawn to
wage work to help meet the new needs and desires. By 1930, approximately one of every six
married women had a paid job-nearly triple the proportion of 1900. This was the first sign of the
revolution of attitudes toward women's work that was to come.

During the Great Depression years of the 1930s, working women were accused of taking jobs from
men. The high rate of unemployment led to demands that all women, especially those who were
married, give up their jobs to men. However, pressures to reduce women's labor force participation
did not succeed, partly because more and more families needed women as providers.

World War II briefly transformed the demands for exclusion into an insistence that women take jobs
in war industries. The film industry glamorized single "working girls" and women's job skills began to
achieve recognition. World War II opened manufacturing and industrial jobs for women. The women
working in these areas were referred to as "'Rosie the Riveters."

In addition, Black women benefited from a brief respite from job segregation and moved into skilled
factory jobs. But at war's end, they, along with most newly hired women, were pushed out of
desirable jobs to make way for returning veterans. Still, the lessons of the war were not forgotten
as the economic demands of the consumer-conscious households of the 1950s encouraged many
women to begin or resume wage work.

In 1963, Congress passed a long-sought Equal Pay Act. The 1964 Civil Rights Act forbade
discrimination on the grounds of sex and created an Equal Employment Opportunity Commission that
workers could use to bring suit against employers who did not comply with the law. As a result, a
small number of women managed to inch their way into better jobs.

By the 1970s, medical and law schools, corporate and financial institutions, and political
bureaucracies had increased access for women. Though many women complained of a "glass ceiling"
that limited access to the most powerful and lucrative jobs, the barriers to managerial-level jobs had
become more permeable.

Poor women, however, did not seem to benefit much. Moreover, those who headed the expanding
number of single-parent families continually searched for ways to combine family life with work. Many
women found themselves confined to the "'pink-collar" realm of retail sales, clerical and service jobs
where low wages and part-time work carrying no benefits proliferated. At the same time, the rising
cost of living locked many two-parent families into dual wage earning, with its concomitant problem of
how to integrate work and family life.

As the nation's attention shifted to workplace conditions, legislators and others increasingly
advocated such reforms as subsidized childcare, paid pregnancy and parental leaves, flextime and
more generous health care coverage. Most experts agree that resolving these family-related issues
would be the key to achieving equality for women and minorities in the workplace of the 21st
century.

The New World of Work for Women

In the last 50 years, the labor force has doubled from 75 million in the 1960s to 150 million. Women's
employment, however, has more than tripled, from under 20 million to just over 60 million_ In addition,
the educational attainment of the female workforce has dramatically increased. In 1970, when women
accounted for less than a third of employment, one out of three women entered the labor force with
less than a high school diploma. Today, only one of out fifteen women in the labor force have less
than a high school education and two thirds have at least some college experience.

There was a time not so long ago when young women seeking career advice were routinely advised
to choose occupations such as teacher and nurse, or perhaps airline stewardess. There was always
a demand for secretaries and "girls who worked in the office." These were considered "women's
jobs' and they fit the image of women being primarily mothers and managing a family. It wasn't until
the 1970s that newspapers no longer divided classified employment ads into "jobs for men" and
"jobs for women" categories.

In the not too distant past, women with little education often believed that they were not capable of
things like participating in politics, having a career or even owning property. Those women who were
lucky enough to have received a quality education were more likely to be pioneers in civic activism
and make history.

According to the US Department of Labor (2010), of the 123 million women age 16 years and over,
72 million, or 58.6 percent, were considered labor force participants.

They were working or looking for work. Most employed women (73%) work on a full-time basis, while
the other 27% work part-time. Furthermore, women-owned small businesses are growing twice as
fast as all other U.S. firms, employing 7 million Americans and contributing to the vitality of our
economy.

The largest percentage of employed women (40.6 percent) worked in management, professional,
and related occupations; 32.0 percent worked in sales and office occupations; 21.3 percent in
service occupations; 5.2 percent in production, transportation, and material moving occupations; and
0.9 percent in natural resources, construction, and maintenance occupations. The unemployed rate
for all women is more than 2% less then men.

Here is just a sample of occupations where women were the largest percentage of those employed:

Registered nurse (91%)
Elementary and middle school teachers (81.8%)
Medical and health services managers (72.5%)
Psychologists (66.7%)
Tax examiners, collectors, and revenue agents (66%)
Education administrators (63%)
Advertising and promotions managers (61%)
Accountants and auditors (60%)
Public relations managers (60%)
Insurance underwriters (59.3%)
Medical scientists (53.7%)
Financial managers (53.2%)

Tim Mullaney reported in USA Today (2012) that as a consequence of a lingering recession men were
taking more jobs in what was once considered female-strong sectors of the economy. Women's
share of U.S. jobs peaked in October, 2009, at about 50%. However, as more men were laid-off jobs
and the job market became more difficult, the percentage of women in the work force dropped to
49.4% because men began pushing into new fields in order to stay employed. Men were getting 2 of
3 new jobs in 2011.

Women and Education. At the dawn of the 21st century, women have more choices than ever before.
In addition, young women are demonstrating more achievement than men. Girls capture more
academic honors, outscore boys in reading and writing and score about as well on math at
elementary and secondary grade levels. Girls also take more initiative in their future career planning
than boys. They seek out resources and follow through on deadlines and dates. One study showed
that 10th grade girls sought out more college information and in greater percentages than did boys.

The years 1970 through 2009 showed dramatic changes in college demographics. More specifically,
in postsecondary institutions the enrollment increased by 9 percent between 1989 and 1999. In the
next ten years, between 1999 and 2009, enrollment increased another 38 percent, from 14.8 million
to 20.4 million.

Much of the growth was in full-time enrollment. The number of full-time students rose 45 percent,
while the number of part-time students rose 28 percent. It was during the same time period, the
number of enrolled females rose 40 percent, while the number of enrolled males rose 35 percent.
This trend is projected to continue through the fall of 2019. (National Center for Education Statistics
to 2019.

For a great number of years, women were largely excluded from the nation's educational system. It
may surprise you to know that while Harvard opened in 1636, the first college to admit women did
not do so for another 200 years. Women did not begin attending college in equal numbers to men
until as recently as 1980. Women's groups relied on educating themselves through female-only
institutions while continuing to seek admission to male-only schools.

The number of women in higher education grew substantially throughout the 20th century. In 1900,
only one-third of college students were women, but eight decades later, women were a majority. By
the end of the century, women received more than 60 percent of all associate's degrees and more
than half of all bachelor's degrees. Although well represented in education, the humanities and
biology, women received only 40 percent of all engineering degrees. In the 1960s, there were 300
women's colleges in America, although currently there are fewer than 60.

Historical growth in higher education enrollment has led to a substantial increase in the number of
earned degrees conferred. Just as the unprecedented rise in female enrollment contributed to the
increased number of college students, so too has it boosted the number of degrees conferred. By
1998, women earned the majority of associate's, bachelor's, and master's degrees, and more than
two-fifths of doctor's and first-professional degrees. The number of degrees awarded to women is
projected to continue to rise at all levels, as those for men remain steady (Institute of Education
Sciences, Projections of Education Statistics.

As women march forward, more boys seem to be falling by the wayside. Not only do national
statistics forecast a continued decline in the percentage of males on college campuses, but also the
drops are seen across all races, income groups and fields of study. Since 1995, independent college
newsletters have been sounding an alarm about the dwindling presence of men in colleges.

Some groups have gone so far as to call for "affirmative action" that would allow more recruitment of
men to enter college. The imbalance is troubling to some college administrators who believe in
gender parity. Women groups counter that women need college degrees in order to compete with
men in the labor market. They also worry and wonder, "Is this alarm also a call for more discrimination
against women?"

Indeed, the issue is far more complex. There is recent research to suggest that many educational
practices in use as early as the primary grades may better match the female brain than the male
brain.

The equity issue, as always, is not that any one group should have more advantages. Rather, it is
that all individuals --regardless of gender or any minority status-- have the tools and opportunities to
succeed.

Climbing the Ladder of Success. The underlying reason for the increase in the number of working
women seems to be for financial purposes. Many women are climbing the corporate ladder because
of ambition and personal fulfillment, but it is also the path of financial success. Yet, there is still the
lingering aspect of discrimination, as suggested by unequal pay for equal work, "glass ceilings" and
"glass walls."

Equal pay has been the law since 1963. But today women are still paid less than men---even when
they have similar education, skills and experience. The figures are even worse for women of color.
African American women earn only 71 cents and Latin as 59 cents for every dollar that men earn.
Asian Pacific women earn less, too.

The "glass ceiling" metaphor refers to the barrier that prevents women from reaching the top of
organizations. It looks as if you can make it, but then your head hits that invisible barrier. The "glass
wall" metaphor refers to those obstacles that prevent women from moving between functional areas
or from service divisions into line management. These metaphors have reached popular
consciousness and have also been applied to minority populations as well.

The median annual income for full-time, year-round women workers in 2009 was $36,278 compared to
men's $47,127. In 2010, the median weekly earning of women working full-time was $669, compared
to $824 for men See Figure 10.2(external link 01).

The gender wage gap also varies by industry. The biggest wage gap in the U.S. is in the Financial
Activities industry, with women earning 70.5 cents for every dollar men make See Figure
10.3(external link 02). In 2010, the median weekly earning for women in full-time management,
professional, and related occupations was $923, compared to $1,256 for men.

Although Bureau of Labor Statistics shows that women's median earnings are less than men's, the
reasons behind the gap are highly debated. Some say that the gap can be explained to a large
extent by non-discriminatory factors and are based in a division of labor in the home that relies more
heavily on women than on men. Women are more likely than men to have interrupted careers, to take
time off for family reasons (i.e., child care or elder care), and are more likely to work part-time.
Women tend to be employed in "helping" and support professions, positions that are not considered
comparable in pay to men's work in other fields. Nevertheless, the wage gap is persistent across all
occupations.

Sexual Harassment. More than 50% of women between the ages of 35 and 49 say they have
experienced discrimination because of their gender, and 40% say they have been sexually harassed.
The difference lies in the fact that discrimination tends to be directed toward higher-income and
better-educated professional women, whereas harassment is often more experienced among
blue-collar females.

According to U.S. law, "unwelcome sexual advances, requests for sexual favors, and other verbal or
physical conduct of a sexual nature constitutes sexual harassment when submission to or rejection
of this conduct explicitly or implicitly affects an individual's employment:, unreasonably interferes with
an individual's work performance or creates an intimidating, hostile or offensive work environment."
Sexual harassment is a form of sex discrimination that violates Title VII of the Civil Rights Act of 1964.
Sexual harassment can occur in a variety of circumstances, including but not limited to the following:

- The harasser may be the victim's supervisor, an agent of the employer, a supervisor in
another area, a co-worker or a non-employee.
- The victim as well as the harasser may be a woman or a man. The victim does not have to be
of the opposite sex.
- The victim does not have to be the person harassed but could be anyone affected by the
offensive conduct.
- Unlawful sexual harassment may occur without economic injury to or discharge of the victim.
- The harasser's conduct must be unwelcome.

Specific examples of sexual harassment and additional information about the problem can be found in
Figure 10.4(external link 03). (What Is Sexual Harassment?)

By far, the majority of sexual harassment incidents involve men's behavior towards women (50-67%)
but sexual harassment does happen to working men (15-30%). Still, laws and guidelines are often
written in language that implies sexual harassment is only a male to female problem.

Dual-Careers. In 1950, the typical family structure included a full-time working father who was the
sole wage earner and a stay-at-home mom. Today, less than 3% of the population fit that
stereotype. Currently, approximately 80% of the workforce is comprised of dual earner and dual
career couples.

There is a distinction between dual earners and dual career couples, whether they have children or
not. In dual-earner couples, the woman's focus is on working to supplement the family income,
whereas as women in dual career couples are typically more career-oriented. Currently, women and
men ages 25-29 are equally likely to have four or more years of college. Thus, both have made
commitments to preparing for their careers and are qualified for professional level careers.

In dual career couples, there is a higher level of commitment, higher level of training and more
accumulated experience in their careers. Money is rarely the only motivation. Both husband and wife
seek steady advancement and psychological, as well as financial, satisfaction. When it comes to
relocating because of a promotion or a job change, these couples will very often be faced with a
dual career dilemma - his career or hers?

The number one conflict faced by women in dual career families is role conflict. Although many women
are accustomed to multiple roles, the conflict a woman experiences in terms of giving priority to her
role as wife or mother or to her career causes great stress. Women who are steadily moving along
in a career may one day be faced with the dilemma of becoming pregnant and starting their families
while trying to hold on to their careers. Some people are able to balance the roles, while others
experience role overload.

In contrast, married men have been given more latitude by society in their gender socialization, which
has allowed them to engage in their work and family roles without trading one off against the other.
This, too, is changing.

Among the stressors facing dual career couples are:

- Society's expectations and socialization of gender and sex roles
- Identifying mutual values
- Determining whether to have children or not
- Balancing working roles and schedules with family values, including time commitments
- Finding new support systems congruent with dual career family lifestyles
- Establishing and re-establishing dependency and nurturing needs within the marriage, aside
from the external gratification both receive from work
- Working with conflicts related to power and competition
- Making informed decisions regarding occupational mobility and priorities

Paradoxically, some research studies show dual career couples to be among the most successful in
terms of their marriages, yet they also have the highest rate of divorce in the United States. The
hallmarks of a successful dual career marriage appear to be flexibility and a mix of independence and
interdependence. There is an appreciation for being able to pursue their career aspirations within
the context of a loving and supportive relationship.

Single Parent Women.

In 2010, there were 9,924,000 single parent families with children under 18 maintained by the
mother. A major concern is that only 65.4% of those mothers were employed.

The workplace now includes an increasing number of unmarried women, unmarried co-habiting
couples, married people v.t/o children, and single-parent families. The very notion of balancing work
and life is a luxury that m3ny people cannot afford. For low- income workers, undocumented workers,
and people working multiple jobs just to scrape by, policies like flex-time and family leave simply do
not exist.

Finally, there are millions of single women who are out of work and who are struggling in tough
economic times. According to the Bureau of Labor Statistics (2011), sixty-one percent of all
unemployed women workers were unmarried. That means 3.3 million unmarried women (age 20 and
over) were unemployed. For unmarried women who head families, the unemployment rate was 12.6
percent, 2.4 points above the national average.

Statistical data on single parent families collected by Raise the Nation Foundation (2004) shows that:

- 33% of all families in this country are single parent headed households.
- 85% of all custodi31 parents are women
- 31% of custodial mothers are divorced, while 31% have never 11arried.
- Only 11% of custodial mothers are under the age of 25 and less than 5% are teenage
mothers.
- Single parent women are raising 20 million children under the age of 18.

Moreover, the economic data revealing the obstacles and burdens faced by today's single working
mothers is compelling.
-The poverty rate for single parent women is 20.4% while the national average is 12.7%.
- 32% of a single parent woman's weekly income is spent on childcare. This figure nearly
doubles when more than one child needs day care.
-The median income for single women heads of households with children under 6 years old is
roughly 1/4 that of two parent households.
-Only 24% of single parent households (women) are receiving full child support payments, while
32% receive no child support at all.

Financial strain is one of the strongest predictors of depression and crisis in a family unit, regardless
of the family structure. Furthermore, children have replaced the elderly as the primary victims of
poverty in the U.S., principally those in single mother households.

The major causes of poverty in households headed by single parent women are 1) inability to be
awarded and effectively receive child support, and 2) lower wage rates for jobs and careers in the
fields helping and teaching professions that women most traditionally enter.

Barbara Gault of the Institute for Women's Policy Research of the Census Bureau addressed the
critical need for specific actions related to women and poverty. Her report says that to help women
and their families escape poverty, state and the federal governments need to invest in proven
anti-poverty measures such as:

- increasing access to education and training for poor women
- making quality child care available and affordable
- making welfare-to-work requirements more reasonable
- providing tax credits for the neediest families

Minority Populations in the U.S. Labor Force

The Census, Race and Ethnicity

The majority of statistical reports about race and ethnicity used in the United States rely on the vast
amount of data collected by the Bureau of Census. For its data collection, the Bureau uses standard
race and ethnicity definitions and reports data on race for 63 categories. The six primary race
categories are American Indian and Alaska Native, Asian, Black or African American, Native Hawaiian
and Other Pacific Islander, White, and some other race. All race and ethnicity data is self-reported or
provided by the head of the household.

According to the Bureau, the data collected "'generally reflect a social definition of race recognized
in this country. They do not conform to any biological, anthropological, or genetic criteria."'
Furthermore, the Census Bureau defines ethnicity or origin as the heritage, nationality group, lineage,
or country of birth of a person or the person's parents or ancestors before their arrival in the
United States. Given that definition, it may be surprising that the Bureau uses only two categories for
ethnicity: Hispanic or Latino and Not Hispanic or Latino.

For the purposes of this topic on diversity in the workplace, some statistical data will be reported
and discussed according to information from and categories used by the Bureau of Census. The
discussions will reflect the racial and ethnic designations (including capitalizations) used in the
Census data.

The African American Labor Force

The term African American implies a heritage link to Africa and to America. The term Black is also
often used to denote race for persons whose ancestors were originally from Africa. The term "Black"
also may be used more broadly to refer to members of other dark-skinned groups, such as Africans,
Australians, New Guineans, Tamils, South Indians, Sri Lankans and Pakistanis.

In 2004, the U.S. Census Bureau reported that the nation's population climbed to 294 million. It also
reported that 39.2 million people in the United States, or about 13% of the civilian population,
identified themselves as Black or African American. An additional 12 million people said they were
Black and at least one other race. Moreover, the Black population in the nation grew almost three
times as fast as the White populace in the decade of the 1990s.

African American populations continue to be concentrated in the South, although they constitute
large numbers in the heavily populated cities of New York, Chicago, Philadelphia and Los Angeles.
They make up the largest percentages of the people in the cities of Gary, Indiana (84%), Detroit,
(82%), Baltimore (64%), and Washington, D.C. (60%). In smaller percentages, they are scattered
throughout the nation.

Black citizens have a long history of being occupationally disadvantaged. Some of the most important
events in the history of our country that focused on the issues of freedom and discrimination were
related to the treatment of Black Americans. They played a significant role in the history of labor in
our country and led the way for confronting racial bias and discrimination in the work place. Today
they have considerable influence in the marketplace.

In recent generations there have been legislative, educational and humanitarian efforts to overcome
and eliminate the abuses of prejudice and discrimination against African Americans. While progress
has been made, much remains to be done, especially in the world of work.

African-Americans or blacks made up 12 percent of the United States labor force in 2010. Overall,
18 million blacks were employed or looking for work, representing 62.2 percent of all black people. In
201 0, about half of blacks aged 16 and older had a job and 17.5 percent of those employed worked
part-time.

Blacks are the only racial or ethnic group where women represent a larger share of the employed
than do men- more than half (54.3 percent) of employed blacks in 2010 were women, compared to
46.3 percent among employed whites. Employed black women still earn less than employed black
men.

Despite the diversity efforts made in the last several years, Blacks remain in lower-level positions in
the workplace. For instance, Whites held 78.3% of all management, professional and related
occupations while only 8.3% were held by African-Americans. It can also be noted that 91.1% of all
corporate officers were white as opposed to 2.6% African-American.

More than a quarter of employed black workers aged 25 or older have earned a college degree, a
share that exceeds that for Hispanics, but continues to trail whites. While the share that are college
graduates has risen 20 percent in the past decade, the gap in the share of employed blacks and
whites who are college graduates has not narrowed and a 10 percentage point gap remains. Black
workers are more likely to be employed in the public sector than are either their white or Hispanic
counterparts. In 2010, nearly 1 in 5 employed blacks worked for the government compared to 14.6
percent of whites and 11.0 percent of Hispanics. Conversely, blacks are less likely than Hispanics
and nearly as likely as whites to work in the private sector, not including the self-employed.

Few blacks are self-employed- only 3.8 percent reported being self-employed in 2010 - making them
about half as likely to be self-employed as whites (7.4 percent).

Black Americans and Education

In 2009, 28 percent of Americans 25 and older had at least four-year degrees but the rate for black
Americans was just 17 percent.

Many of the economic disparities between Black and White populations have been attributed to the
difference in educational levels and opportunities. A great deal of the improvement in the economic
status of Black citizens over time has been attributed to their increasing educational levels.
Although one of the outcomes of the Civil War was the freeing of slaves, racial prejudice and
injustice continued and permeated American society. These prejudices limited work and social
opportunities for African Americans and denied them access to such basic rights as voting and
education.

In the famous case of Brown vs. Board of Education of Topeka, Kansas in 1954, the U.S. Supreme
Court unanimously agreed that segregated schools were unconstitutional. In 1957, President
Eisenhower sent federal troops to ensure integration of the all-White Central High School in Little
Rock, Arkansas. "The Little Rock Nine" were the first Black students to attend the school. It took
another decade and many more confrontations before public schools were desegregated and more
equal opportunities were granted to Black children.

In the late 19th century, during segregated times, colleges for Black students were started in
boxcars (Atlanta University) and church basements (Spelman College). Mary McLeod Bethune, one of
the nation's foremost Black educators, opened a college (Bethune-Cookman) in 1904 with $1.50 and
5 students. Today, there are 106 historically Black colleges and universities in the United States.

Based on responses from 1 ,077 African-American higher education professionals, the magazine Black
Enterprise www.blackenterprise.com( external link 04) ranked the top 50 colleges and universities
where African-American students are most likely to succeed. The ranking considers factors such as
Black population, academic strengths, social environment and graduation rates. The list can be seen
at infoplease.com http://www.infoplease.com(external link 05).

In addition to some traditional Black colleges, prominent among those cited where the Black
enrollment was less than 10% were: Georgetown University, Columbia University, Oberlin College,
Emory, University of North Carolina, Duke University, Harvard, Amherst, Vassar, Florida State
University, University of Southern California, University of Maryland, Yale, University of Michigan,
Cornell, UCLA and the Mass. Institute of Technology.

According to the Educational Projects in Education Research Center, the national graduation rate
stands at 68.8 percent for the class of 2007, the most recent year for which data are available. That
represents a slight drop from 69.2 percent and marked the second consecutive year of declines in
the national graduation rate. Perhaps more troubling are the persistent graduation gaps between
students in different demographic groups. Although more than three-quarters of white and Asian
students in the United States earn diplomas, high school outcomes are much worse for others.
Among Latinos, 56 percent successfully finish high school, while 54 percent of African-Americans and
51 percent of Native Americans graduate. On average, only two-thirds of male students earn a
diploma, a rate 7 percentage points lower than the rate for female students. Rates of high school
completion for males from historically disadvantaged minority groups consistently fall at or below the
50 percent mark.

African American Workers

Differences in education do not completely explain the labor market disparities. For example, among
college-educated men, Black graduates have substantially higher unemployment rates and lower
median earnings than their white counterparts.

Black workers are still underrepresented in high-status skilled and managerial sectors and
overrepresented in low-status service positions. For example, they are employed at 40% the rate of
White workers in managerial, professional and sales occupations but are employed at almost twice
their rate in private household, service and laborer occupations.

Those Black middle-class employees who do gain access to higher paying, prestigious jobs often
face the "glass ceiling" effect, whereby access to the highest echelons of most professions is
blocked. Despite these strides, severe inequities remain. Nearly 97 percent of corporate senior
executives in the United States are white. The "Fortune 500" is a list of the 500 largest companies in
the United States as compiled by Fortune magazine. Only 13 black executives have ever made it to
the Chairman or CEO position of a "Fortune 500" listed company. Of these 13 executives, there are
currently 6 active. Franklin Raines became the first black person to lead a "Fortune 500" company,
when he became CEO of Fannie Mae in 1999. On July 1, 2009, Ursula Burns, Madam Chairman and CEO
of Xerox, became the first black woman to head a Fortune 500 company.

The occupational patterns of Black parents are also relevant to the career development and
occupational aspirations of their children. For example, in one study of African American children, it
was found that they hold race-based occupational stereotypes in terms of occupational aspirations.
Those children who lived in economically depressed areas had more limited visions of the world of
work.

Lower occupational aspirations have been attributed to the children's assessment of potential
limitations afforded by their current socioeconomic status. Findings also suggest that many African
American students have relatively modest occupational goals. Most select occupations such as
military personnel, teacher, postal employee, hair stylist, or cafeteria worker.

Among some sample studies, the tendency to aspire to lower status occupations is present by the
end of second grade and continues through high school. During adolescence jobs in arts,
entertainment, and sports are fantasized.

One area of growth for African Americans has been in entrepreneurship. There are now 1 million
African American owned businesses in the United States, accounting for over $100 billion in annual
sales. Traditionally, the most common African American-owned businesses have been in the service
sector, (e.g., barber or beauty shops, transportation, etc.). Now the fastest growing sectors are
business services, legal services, insurance and real estate.

African Americans are 50% more likely than their White counterparts to start their own businesses,
and 86% of African American teens polled by Junior Achievement expressed interest in starting a
business. African American women are making great strides in entrepreneurship. The number of
African American women-owned firms has increased by 32.5%, employment has grown by 50.1%, and
sales have risen by 43.9%.

The African American Market

Black spending is projected to rise from $318 billion in 1990 to $965 billion in 2009, representing
203% growth. By comparison, White buying power is expected to rise 140%, while the total buying
power of Americans is expected to increase 159%.

Despite tighter economic times, African American households are significantly increasing their
expenditures on consumer electronics for the home, according to The Buying Power of Black America
report (2005). At a time when being profitable requires companies to be very strategic in their
planning, the African American consumer market continues to offer untapped opportunities.

The Black middle class is focused on maintaining a quality of life that a stronger economy provides by
investing in products that give them value and convenience. Marketers and manufacturers are paying
closer attention to this trend.

The Hispanic Labor Force

Hispanic is one of several terms used to categorize U.S. citizens, permanent residents and
immigrants whose ancestors hails from Spain, the Spanish-speaking countries of Latin America or the
original settlers of the traditionally Spanish-held Southwestern United States. The term is used as a
broad form of classification in the U.S. census, local and federal employment, and numerous business
market researches.

The U. S. Census uses the terms "Hispanic" and "'Latino" interchangeably. Used more precisely,
Hispanic specifically refers to Spain and to the Spanish-speaking nations of the Americas as cultural
and demographic extensions of Spain. Meanwhile, Latinos are only those from the countries of Latin
America, whether Spanish or Portuguese-speaking.

Aside from "Hispanic" and "'Latino", there are terms related to specific countries of origin, such as
"Mexican", "'Mexican American", "Cuban", "'Puerto Rican" and "Dominican", etc. Other terms signify
distinct cultural patterns among Hispanics that have emerged in what is now the United States,
including "Chicano", "'Tejano" and "Nuyorican".

As of 2011, the number of Hispanics in the U.S. was estimated at 50.5 million, which constitutes the
largest minority group in the nation based on ethnicity and race. Further, they represent 15% of the
U.S. workforce and that percentage is slated to increase more by 2018, particularly in the private
sector, which employs more Latinos than the public sector. In fact, the Hispanic small business sector
is the fastest growing small business sector in the country.

Analysts reported that the growth was propelled by a surge in births in the U.S., rather than
immigration. They also point to a growing generational shift in which Hispanics continue to gain
political clout and, by 2050, could make up a third of the U.S. population.

About 75% of Hispanics live in the nine states that have long-standing Hispanic populations- Arizona,
California, Colorado, Florida, Illinois, New Mexico, New Jersey, New York and Texas. The population
growth among Hispanics also kept the population steady in states that would have shown a decline
or no growth, including Massachusetts, Rhode Island, New York, New Jersey, Illinois and Louisiana.

Of the nation's Hispanic population, 64% are of Mexican background. Approximately 10% are of
Puerto Rican background, with about 3% each of Cuban, Salvadoran and Dominican origins. The
remainder are from Central American, South American or other Hispanic or Latino origins.

Hispanics and Education

Education has historically been the path for upward occupational, economic and social mobility in this
country, but Hispanics complete high school and college at much lower rates than other groups.

From 1976 to 2009, the percentage of Hispanic students rose from 3 percent to 12 percent, the
percentage of Asian/Pacific Islander students rose from 2 percent to 7 percent, and the percentage
of Black students rose from 9 percent to 14 percent. During the same period, the percentage of
White students fell from 83 percent to 62 percent. Nonresident aliens, for whom race/ethnicity is
not reported, made up 3 percent of the total enrollment in 2009.

Among youth finishing high school and entering college, there is a modest difference in the number
of Hispanics and other youth. In addition, almost 82% of Hispanic students who completed high
school have enrolled in college by age 26, the same percentage as White high school completers.

The delay in college enrollment can be attributed to a number of factors, including:

- Many are the first members their families to attend college.
- Many come from low-income families and must help support their families.
- Many have trouble financing their education, even though they often select colleges that are
less expensive.
- Many lack self-confidence because 50% enter college needing remedial help in basic skills
such as math, reading and composition.
- Many, following cultural expectations, want to stay near the family.

The major difference, however, is in the completion of bachelors degrees. The percentage of
Hispanic Americans who hold four-year degrees is only 13 percent, even though it has been
increasing.

In addition, Hispanics often pursue undergraduate studies in ways that make it more difficult for them
to complete formal degrees and awards. They are less likely to enroll full-time than other students
and more likely to enroll in a community college than a four-year university program. Also, they tend
to take longer to graduate.

Those who do graduate are often very successful. They are typically bilingual and this can help them
communicate with more people in the marketplace. These graduates are in great demand in a
business community that is valuing diversity more and more.

Hispanic Workers

Hispanic workers, particularly recent immigrants, face labor market constraints due to the lack of
language skills and legal documentation, which forces them to rely on friends and relatives to find
work. These informal methods consequently lead them into low-paying jobs and segregated work
situations.

As a result, some career specialists argue that relying on social networks and simple market
searches are job-hunting strategies that work to the detriment of Hispanic jobseekers. Changing
these patterns could help them to attain better and higher paying jobs.

On the other hand, many Hispanic workers claim that they are more likely to network and use their
close contacts because they are a more effective, rather than a less effective, means of finding
work than other available methods. In additio1, language barriers often necessitate relying on social
contacts to find work.

Yet, data show that the Hispanic population and market growth is primarily driven not by
first-generation Hispanics from Mexico and Central America, but by their offspring. The Hispanic labor
force grew by 53 percent from 2000 to 2010 -- the largest increase of any segment. It is Hispanic
teens and young children who are growing up in a bilingual, bicultural world who regularly consume
English-language media and they use English when speaking outside of the home.

Hispanics comprise the only major group of workers to have suffered a two-year decline in wages
and they now earn 5% less than two years ago, according to the Pew Hispanic Center. The Center
conducts non-partisan research that aims at understanding the Hispanic population. Recently arrived
Hispanic immigrants were a leading source of new workers to the economy, but they were also
among the principal recipients of reduced wages.

Because of their high concentration in occupations in construction and agriculture, some Hispanics
suffer higher rates of workplace injuries and fatalities. This has been drawing national attention and
more efforts are being made to improve safety conditions for the jobs in which they work.

The Hispanic Market

A boom in the Hispanic media market has been led by network/national television advertising, which
has seen growth of nearly 74% over the past five years. Advertising expenditures for the Hispanic
market in network/national television reached $1.41 billion in 2005 - more than doubling 1999
expenditure figures. Local television advertising expenditures for the Hispanic market also showed a
strong increase from 1999 to 2003.

Although slow to start, the U.S. Hispanic population is discovering the power of Internet and is
expected to generate a huge base in e-commerce. Part of the reason is that Hispanic households
tend to be younger on average than the U.S. population at large. Of the more than 1 0 million Hispanic
households, someone under 35 currently heads 3B%, and someone between the ages of 35 and 44
leads an additional 25%.

By 2010, the under-45 Hispanic market will increase to 8 million households, and its purchasing power
will leap from the current level of less than $295 billion to $397 billion. In other words, $3 out of
every $5 flowing to Hispanic households in 2010 will be in the hands of this younger-than-average
segment. It will be a marketing opportunity for many businesses and firms.

Asian American Labor Force

An Asian American is a U.S. citizen of Asian ancestry or origin who was born in or is an immigrant to
the United States. This term "Asian" supplanted "oriental," which was popularly used before the
1990s to describe East Asian peoples regardless of nationality, upbringing, or origin.

While immigrants from the "Middle East" (term for Iran, Southwest Asia, and Central Asia) are
geographically Asian, they have not been sufficiently visibly distinct as a group in America.
Historically, they have not arrived in such large numbers to warrant attention as a major American
racial or ethnic group until very recently. As a result, they are not considered by most Americans to
be typical Asians or Asian Americans, and are popularly referred to as "Middle Eastern." People of
Middle Eastern origin who are included in the U.S. Census are generally classified as White.

C. N. Lee, the founder and editor of Asian-Nation.org, defines Asian Americans as "the population
living in the U.S. who personally identify themselves as having Asian or Pacific Islander ancestry, in
whole or in part, regardless of their length of residence or whether they're U.S.- or foreign-born, a
U.S. citizen or not, or in the U.S. legally or illegally." At the same time, he acknowledges that being
"Asian" is not necessarily the same as being Asian American.

The term Asian covers a variety of national, cultural and religious heritages. It represents more than
29 distinct subgroups that differ in language, religion and customs. The four major groups of Asians
in America are East Asian, such as Chinese, Japanese and Korean; Pacific Islander; Southeast Asian,
such as Thai and Vietnamese; and South Asian, such as Indian and Pakistani. They have different
origins, ecological adaptations and histories.

In 2010, the U.S. labor force included 7.2 million people of Asian descent 10.4 million people of Native
Hawaiian or Other Pacific Island descent. Together these two groups were 5.0 percent of the labor
force in 2010 and are expected to comprise almost 6 percent of the U.S. labor force by 2018.

The median wage of Asian-Americans is higher than other racial groups. Half of Asian-Americans
working full-time earned $855 or more per week in 2010. This median weekly wage exceeds that
earned by whites by nearly 12 cents for every dollar. Asian-Americans' median weekly earnings have
consistently been greater than those earned by whites during the last decade; the difference
reached a high of 16 cents in 2008 and 2009 before declining in 2010.

One reason that median wages are higher for Asian-Americans is because a much larger proportion
of Asians are college graduates: 57.5 percent of employed Asian-Americans who are 25 or older
have a college degree. This proportion is 60 percent more than whites, and more than twice that of
blacks.

Many Asian Americans born in the U.S. are fourth- or fifth- generation Americans. Around 52% of
Asian-born immigrants are naturalized U. S. citizens. A disparity exists between American-born
Asians, who are often quite acculturated, and foreign-born Asians living in this country, many who
struggle to balance their cultural heritage with adapting to American culture.

Although diversity among Asian groups makes overall descriptions difficult, there are general cultural
characteristics, values, a1d practices shared by most Asians, particularly East Asians and Southeast
Asians, that are different from the mainstream American culture. These are reflected in the
workforce.

The population is heavily urbanized, with nearly three-quarters of Asian Americans living in large
metropolitan areas and cities such as Los Angeles, San Francisco and New York. Half of all Asian
Americans live in Hawaii or the West Coast, mostly in California.

As with other immigrant groups, individuals differ in terms of their reasons for immigration, related
hopes and expectations, and reception by the dominant culture. Some immigrants are refugees from
countries torn apart by war, others from the middle class of stable countries. Some came with
nothing, others with skills and affluence.

Asian Workers

Since the 1850s, Asian immigrants have played a vital role in the development of our country.
Working as miners, railroad builders, farmers, factory workers and fishermen, the Chinese
represented 20% of California's labor force by 1870, even though they constituted only .002% of
the entire U.S. population. Many of these immigrants worked as laborers on the transcontinental
railroad.

At one time, over 5,000 Chinese laborers staged a strike in the Sierra Mountains to protest
overseers who whipped them and restrained them from seeking other work. They won the right not
to be whipped or beaten. A second strike in the Nevada desert won Chinese workers the right to
receive the same pay as White workers, $35 a month. But they were still required to buy their own
supplies while White workers got free room, board and supplies, thus negating the equity they
sought.

Amidst the depression of 1876, there were cries of "They're taking away our jobs!" and anti-Chinese
violence raged on the West Coast. This was followed by discriminating legislation, which in turn
forced segregation.

Chinese immigrants were forbidden from owning land, intermarrying with White citizens, owning
homes, working in many occupations, getting an education, and living in certain parts of the city or
entire cities. They basically had little choice but to retreat into their own isolated communities as a
matter of survival.

These first Chinatowns at least allowed them to make their living among themselves. This is where
the stereotypical image of Chinese restaurants and laundry shops, Japanese gardeners and produce
stands, and Korean grocery stores began.

Nonetheless, even in the face of this hostile anti-Chinese climate, Chinese Americans fought for not
only their rights, but also for their dignity and self-respect. Although they were forbidden to become
citizens and therefore to vote, they consistently challenged their unequal treatment and unjust laws
directed at them by filing thousands of lawsuits at local, state, and federal levels.

In 1882, Congress passed the Chinese Exclusion Act, the only U.S. law to prevent immigration and
naturalization on the basis of race. It restricted Chinese immigration for the next 60 years. The
"Chinese Must Go" movement was so strong that Chinese immigration to the U.S. declined from
39,500 in 1882 to only 10 in 1887.

Following the Chinese Exclusion Act, large numbers of young Japanese laborers, together with
smaller numbers of immigrants from Korea and India, began to arrive, providing new cheap labor in
building railroads, farming and fishing. Anti-Japanese legislation and violence soon followed. In 1907.
Japanese immigration was restricted by a "Gentleman's Agreement" between the U.S. and Japan.

Like other immigrant groups in America, the history of Asian Americans is essentially a labor history
and part of the history of working people in America fighting for justice, equality and the expansion
of democracy. Yet, in contrast to the labor histories of European immigrants, the labor struggles of
Asian immigrants and Pacific Islanders are often excluded from traditional accounts of American labor
history.

A momentous event took place when President Lyndon Johnson signed the Immigration Act of 1965
into law, abolishing the racist "national origins" quota system. The law set across-the-board
immigration quotas for each country, opening the U.S. to immigration from Asia for the first time in
nearly half a century.

The New Asian-American Labor Force

As of the later half of the 20th century, Asian Americans have generally been educationally and
financially successful. According to 2000 U.S. Census data, the average Asian American household
earns a higher income than other U.S. ethnic groups and achieves higher levels of educational
attainment. The proportion of Asian Americans at many selective educational institutions far exceeds
the 3% national population rate.

However, exceptions to :his success story are often found, usually among first-generation
immigrants, who sometimes lack legal documentation or cannot speak English. These people are
sometimes forced to work jobs at below the minimum wage, often menial sweatshop or restaurant
labor, because they fear mainstream employers will not hire them or will report them.

More recently, bilingual a1d educated Asians have a ticket to fast-track careers that are not open to
other segments of the American workforce. The "language barrier" has become a "language
advantage" and "cultural differences" are now considered an essential qualification to move into
certain executive ranks. The future of global business has finally arrived, and it looks to be a future
in which Asian Americans suddenly find themselves in the center of the business world.

The traditional well-paying occupations and fields in which Asians have concentrated have included
medicine, engineering and computers. But these traditional areas of Asian concentration are now
getting serious competition from some hot new fields in which the demand for Asian American talent
has begun to exceed the supply of qualified candidates - politics, entertainment, finance and public
relations.

While it might seem strange to talk about economic discrimination with this largely economically
successful minority group, there are still licensing and credentialing barriers to some occupations as
well as housing and finance discrimination.

Asian Americans in business report a glass or "bamboo ceiling" blocking them from higher positions of
management. Asians have been accused of being too aggressive and having poor communication
skills. Another charge is that they suffer from a megalomania that they can do anything derived from
the myth that Asians comprise a "model" minority group. Many Asians say they are pigeonholed in
technology jobs and are not deemed to have many non-technical abilities.

It might be useful to understand that Asian immigrants are especially impressed with the level of
material affluence in the U.S. To put the picture in perspective, one day of earnings in the U.S. is the
equivalent of a month's worth of earnings in many Asian countries. They take our capitalist system
quite seriously. Asians are also more likely than others to moonlight with extra jobs and to place a
high priority on putting money in the bank for investment and retirement.

Asians still experience legal, social and economic discrimination. Chinese Americans, for example, find
it extremely difficult to reach mid-and top-level positions in the federal government. One reason is
that their mother country is a Communist country and this can be a barrier in matters of security.
Chinese Americans who find it difficult to be promoted to managerial positions, often leave their jobs
and start their own businesses after working many years for a company. Many Chinese Americans
today are still economically dependent on the ethnic niche of restaurants, laundries, grocery stores
and other small businesses.

Asian Americans and Education

Many studies have demonstrated that Asian students typically achieve significant academic success.
It has been noted that Asian Americans obtain high GPAs in high school. They get the highest math
test scores and combined SAT score, and they are more likely to go on to four-year colleges than
White students. They also graduate from college at the highest rates.

More than 42% of all Asian American adults have at least a college degree, the highest of all the
major racial/ethnic groups. Yet, it should be recognized that Asian Americans do not comprise a
homogeneous bloc. Differences of educational attitudes and achievement exist among groups such
as Chinese, Filipino, Japanese, Korean, Southeast Asian and South Asians.

Scholars have long known that parents with higher levels of socioeconomic status and educational
attainment tend to produce children who also achieve at a high level.

One major study by Goyette and Xie (2004) demonstrated that

- All Asian subgroups have higher educational expectations than the White majority population.
- Asian parents tend to have higher educational achievement than White parents.
- Socioeconomic status is not the only explanation for Asian American students' academic
achievement.

Goyette and Xie pointed out that some groups (such as Chinese) have lower average income levels
than White workers yet still outperform White students academically. Differences also exist among
Asian groups. Although South Asian, Korean, and Japanese families enjoyed the highest
socioeconomic and educational levels, it was the Chinese American students who actually scored the
highest in standardized math testing.

Asian parents often view education as the main vehicle for upward social mobility. In addition,
"voluntary immigrants,"' who actively wanted to come to the United States, tend to have positive
attitudes toward their chances for economic and academic success.

The fact is, however, that not all Asian immigrants are the same and not all are high academic
achievers. For every Chinese American or South Asian who has a college degree, there are as many
Southeast Asians still struggling to adapt to their lives in the U.S.

For example, Vietnamese Americans have a college degree attainment rate of 16%, only about
one-quarter the rate for other Asian American groups. Further, Laotians, Cambodians and Khmer
have rates of only around 5%. The cultural stereotype that "all Asians are smart" puts tremendous
pressure on those who are not able to conform to this stereotypical expectation. Southeast Asians,
for example, have the highest high school dropout rates in the country.

The Asians who struggle in the U.S. tend to be immigrants who have limited English proficiency.
Among Asian Americans, 60% are immigrants. Most are relatively fluent in English but a large portion
is not. As with other immigrant minority groups, recent Asian immigrants have a need for bilingual
education that is culturally sensitive to their immigration experiences and family situations.

People with Disabilities in the Labor Force

Title I of the Americans with Disabilities Act of 1990 states that an individual with a disability is a
person who:

- Has a physical or mental impairment that substantially limits one or more major life activities;
- Has a record of such an impairment; or
- Is regarded as having such an impairment

Major life activities are things that an average person can perform with little or no difficulty.
Examples include walking, seeing, speaking, hearing, breathing, learning, performing manual tasks, and
self-care tasks. A disability might impede a person from being able to go outside the home alone or
to work at a job or business.

The 2010 Census counted 54 million people with disabilities. Some support organizations have noted
that this effectively makes people with disabilities the largest minority group in the U.S. Total rates
of disability are increasing steadily, as improved medical care allows people to survive conditions and
accidents that would previously have been fatal.

Disability rates rise with age for both sexes, but significant differences exist between men and
women. For people under 65, the prevalence of disability among men and boys is higher than among
women and girls. In contrast, disability rates are higher for women than men aged 65 and older.

Workers with Disabilities

Despite spite the challenges they face, many individuals with disabilities make valuable contributions
in the world of work. Yet, currently only 52% of working age people with disabilities are employed,
although two-thirds express a desire to be employed. Ignorance and stereotyping often lead to
discrimination and to limited job opportunities.

Furthermore, working age people with disabilities are more than twice as likely to live in poverty as
other Americans. A major reason is that today's income-support policies are built on the outdated
premise that people with disabilities cannot work and must rely on others for support. Reforming
these policies to promote economic self-sufficiency would help many people with disabilities to
escape this "poverty trap."

Increased public awareness, enabling legislation, and new developments in technology are making it
possible for people with substantial limits in their major life activities to attend training programs and
participate in the workplace. For example, laws that mandate access to public buildings, practical
accommodations for physical limitations, and nondiscriminatory hiring practices are big steps toward
more opportunities for individuals with disabilities.

Several major federal anti-discrimination legislative acts were enacted during the 1960s. The Civil
Rights Act of 1964, made discrimination based on race, religion, sex, national origin and other
characteristics illegal. It wasn't until the Americans with Disabilities Act of 1990, however, that similar
protections against discrimination were provided to Americans with disabilities.

The Americans with Disabilities Act of 1990 was a benchmark in terms of prohibiting discriminatory
practices and helping people with disabilities meet the challenges presented in schools and the
workplace. Until then, many valuable human resources were wasted. Given reasonable
accommodations and sensitive colleagues, workers with disabilities can carry their share of the
workload and be excellent team members.

Reasonable accommodations include making facilities used by employees accessible and purchasing
or modifying equipment or devices necessary as auxiliary aids. Reasonable accommodations for
employees may also include job restructuring through part-time or modified work schedules, special
equipment and so forth. The term reasonable accommodations has been expanded to include the
concept of diversity and applied to working mothers, people who worship during the week and
others.

The Americans with Disabilities Act and the efforts of many disability organizations have made strides
in improving accessibility in buildings, increasing access to education- opening employment
opportunities. They have also worked toward more realistic portrayals of persons with disabilities in
television programming and motion pictures.

One area where progress is still needed is in communication and interaction with people with
disabilities. Individuals are sometimes concerned that they will say the wrong thing, so they say
nothing at all-thus further segregating people with disabilities. Figure 10.3(external link 06) offers
suggestions on how to relate to and communicate with and about people with disabilities.

Surveys of employers who have hired individuals with disabilities are consistently positive in terms of
job performance and meeting expectations. As employees, these workers typically have positive
attitudes, and their job performance, safety records and attendance are generally equal to workers
without disabilities.

One placement specialist says she often faces the perception that workers with disabilities are "sick"
or "absent" a lot. The reality? "I offer a $400 bonus to workers each year who don't miss a day of
work. And I can't tell you how many bonuses I've given to employees who haven't missed a day of
work in five years. People with disabilities have to overcome obstacles and discrimination. They have
to figure out how to get into and out of buildings. They've been in tough situations and it's made
them flexible problem solvers. They're really good workers for small businesses."

Americans with Disabilities Market

Except for products geared specifically to disability-related needs, this segment of the consumer
market has been largely ignored. Only in recent years have advertisers of general merchandise
begun to recognize persons with disabilities as an important market segment.

The U.S. Department of Labor estimated that people with disabilities control a discretionary income
of over $175 billion annually. That figure is more than twice the spending power of American
teenagers. As new work initiatives enable more and more individuals with disabilities to enter the
workforce, their purchasing power will increase.

The accessibility of a place of business attracts not only people with disabilities but also their
families and friends. Like others, these customers often visit stores, restaurants, movie theaters,
and other businesses accompanied by family or friends. One in five American households has at least
one member with a disability; this expands the potential market exponentially.

This market is growing fast. By the year 2030, 72 million Baby Boomer:; will be over the age of 65
and demanding products, services, and environments that address their age-related physical
changes. Many of these same Boomers will need employment to sustain their livelihood and be active
consumers.

Older Workers in the Labor Force

Americans are living longer and better than ever. The Census Bureau predicts that in 2050 the
nation will have more than 1 million people 100 years or older (centenarians), up from 71,000 in
2005. That could be the good news, but the bad news is that the cost of health care and retirement
benefits for an aging population threatens to bankrupt the nation unless dramatic changes are made.

The average American retires five years earlier than in 1950 and lives 12 years longer. This
phenomenon - work less, collect more - is ripping a hole in the senior citizen safety net of Social
Security and pension plan benefits. The longer we live, the bigger the hole.

"Suppose longevity goes way up, and we're all living to 115," says Ron Gebhardtsbauer, of the
American Academy of Actuaries. "We can't expect to retire at 65 and take our final 50 years off. On
the other hand, do we want to work until 100 and have a traditional 15-year retirement?"

The money hole from living longer has been partly patched in the short-term by favorable
demographics. The nation's current retirees and its oldest workers, often called the Traditionalists
(born 1900-1945), come from a relatively small generation. Baby Boomers, born in the nation's
1946-1964 population explosion, are still working and paying taxes. But that's about to change. In
2008, the first Boomers qualify for Social Security at age 62. More important, in 2011, the first
Boomers turn 65 and qualify for Medicare, the government health program for seniors.

Amid all the talk about Social Security, an equally important retirement issue is being overlooked.
Millions of Americans are nearing retirement age, and there won't be enough younger workers to fill
their shoes. By 201 0, one-third of the U.S. workforce will be over 50, and American businesses will
be depending on older workers not only to buy their products but also to sell them.

It appears that the government will not only have to fix the traditional Social Security plan, but
people will be working longer. Early retirement seems to be more and more an illusive dream. But
how old is old?

"How old would you be, if you didn't know how old you was?" This line from Satchel Paige, the once
seemingly ageless baseball player, is a good question. Is age merely a state of mind? Certainly, the
body changes during the lifespan and there is no way to get out of life alive.

When should workers retire? Does retirement mean totally stopping work, or is it a mix of work and
leisure? A generation ago, these questions had fairly straightforward answers. These days, a
confluence of increased longevity, the financial implications of a living longer, and changing attitudes
about what constitutes our "golden years" has opened the door to a variety of responses.

An international survey of attitudes regarding aging and retirement found 80% of workers think
mandatory retirement should be scrapped, thus allowing Baby Boomers and those who will follow
them to be flexible about their work lives at ages 50, 60, 70 and even 80. In the U.S., 93% of
respondents said they should be able to go on working at any age, if they are still capable of doing
the job.

Many years ago it might have been easier to put people in age groups and identify their time of
retirement. Young people focused on entry-level jobs, while people in their 30s to 50s established
lifestyles based on their careers. People over 60 retired and lived on pensions and the money they
had saved. All that has changed for a variety of reasons.

Currently, there are more people between ages 50 and 85 in the workplace than ever before. Some
older workers are working because they want to be doing something. Others are working in their
"golden years" because they cannot survive on their small pension or Social Security payments.

Interestingly, for the first time in American history, there are four separate generations in the
workforce. These four groups have been nicknamed the Traditionalists, Baby Boomers, Gen X and
Gen Y. There are both positives and negative to having a workforce with such age diversity.

Younger people are moving through the system at a much faster pace than in the past. They have
more energy, ambition, and technological skills than many older workers. They want to challenge
older persons for their management positions because it means more compensation and they are in
a hurry to accumulate material wealth.

In some cases, older workers have failed to keep pace with new technology and are resistant to
learning new skills and approaches. Sometimes this can lead to a clash or confrontation between the
younger and older workers. Many companies wanting to adjust to the future try to cut employment
costs by releasing older higher paid employees and hiring less paid younger ones. In some cases,
this has caused friction between older and younger workers.

Some older workers may have problems taking orders or directions from a young supervisor, even
one with more experience. Older people sometimes get the impression that their experience,
insights, and loyalty to a company are no longer respected. Yet, younger workers can learn many
things from older and more experienced workers. Ideally, a blending of the generations in the
workforce offers the most promise of a company being highly productive.

Retaining workers can save training costs, and older workers can mentor younger ones. Younger
people come in with new ideas, especially in technology, and can help older workers learn and apply
new knowledge and skills. Older workers can help train and mentor younger workers in terms of
knowing the nature of a business or identifying areas where new ideas might be applied.

Mixing older and younger workers prevents a stagnant gap as individuals prepare for retirement and
helps keep a more balance and stable workforce. More diversity usually means more creativity and
improves team dynamics. A mix of ages has proven more effective than relying on one age group.

Business leaders have held regional and national conferences to talk about the aging population and
the imbalance of younger and older workers in the workforce. Demographics suggest that there are
not enough younger workers to replace the baby boomers.

Having older Americans work longer would help prevent the economy from weakening as they age
and ease the financial crunch facing the Social Security system. Working seniors would still contribute
wage taxes and would withdraw less in benefits. As long as they are healthy, older workers provide
a valuable resource to our nation's economy that should not be wasted.

What Are the Federal Laws Prohibiting Job Discrimination?

In the United States it is illegal to discriminate against an individual because of birthplace, ancestry,
culture, or linguistic characteristics common to a specific ethnic group. More specifically it is illegal to
discriminate in any aspect of employment, including:

- Hiring and firing
- Compensation, assignment, or classification of employees
- Transfer, promotion, layoff, or recall
- Job advertisements
- Recruitment
- Testing
- Use of company facilities
- Training and apprenticeship programs
- Fringe benefits
- Pay, retirement plans, and disability leave
- Other terms and conditions of employment

There are six major pieces of federal legislation that are directed at the prevention of discrimination
in the areas that we have been discussing in this topic.

- Title VII of the Civil Rights Act of 1964 (Title VII), which prohibits employment discrimination based
on race, color, religion, sex, or national origin;
- Equal Pay Act of 1963 (EPA), which protects men and women who perform substantially equal work
in the same establishment from sex-based wage discrimination;
- Age Discrimination in Employment Act of 1967 (ADEA), which protects individuals who are 40 years
of age or older;
- Title I and Title V of the Americans with Disabilities Act of 1990 (ADA), which prohibit employment
discrimination against qualified individuals with disabilities in the private sector, and in state and local
governments;
- Sections 501 and 505 of the Rehabilitation Act of 1973, which prohibit discrimination against
qualified individuals with disabilities who work in the federal government; and
- Civil Rights Act of 1991, which, among other things, provides monetary damages in cases of
intentional employment discrimination.

Discriminatory practices under these laws also include:

- harassment on the basis of race, color, religion, sex, national origin, disability, or age;
- retaliation against an individual for filing a charge of discrimination, participating in an
investigation, or opposing discriminatory practices;
- employment decisions based on stereotypes or assumptions about the abilities, traits, or
performance of individuals of a certain sex, race, age, religion, or ethnic group, or individuals
with disabilities; and
- denying employment opportunities to a person because of marriage to, or association with, an
individual of a particular race, religion, national origin, or an individual with a disability. Title VII
also prohibits discrimination because of participation in schools or places of worship

The U.S. Equal Employment Opportunity Commission (EEOC) is responsible for enforcing these laws.
EEOC also provides oversight and coordination of all federal equal employment opportunity
regulations, practices and policies.

Other federal laws, not enforced by EEOC, also prohibit discrimination and reprisal against federal
employees and applicants. Many states and municipalities also have enacted protections against
discrimination and harassment based on sexual orientation, status as a parent, marital status and
political affiliation.

You and the Diverse World of Work

So, how does all of the information in this topic relate to you and your career success? Perhaps the
most important fact is your workplace is likely to be a microcosm of the world. The more that you
understand about how diverse and changing it is, the more you will be able see and understand your
role in it.

Perhaps for the first time in U.S. history, employers are seeing the advantages in differences. For job
seekers and employees, this is the time to maximize the benefits of cultural identity. Furthermore,
individuals who do not belong to a minority population but who have relevant skills or experiences
will find these attributes advantageous as well. There is a clear diversity advantage for companies
and organizations that draw upon the cultural skills and experiences of their employees.

Everyone entering the workforce should give attention to factors related to diversity. The most
enlightened and successful companies are likely to be the ones that tap into the power of diversity
in their workforces and create work environments that are inclusive and supportive.

Topic 11

Working Relationships and Job Stress

The Nature of Relationships

There are no easy ways to explain the meaning of human relationships or define the extent to which
they are still evolving. From the time that social groups and communities were formed, human
relationships have played a role in how productive and stable a society becomes. Since early
civilization, more could be produced when people worked together, accomplishing tasks that one
person alone could not do.

At some point in time, people in different places began to make different t1ings. Had they been living
in isolation without external relationships, they would have only had and enjoyed their own products,
but by bartering and exchanging (trade) they were able to enjoy other people's products as well.
There was also an exchange of ideas, how people governed, and lived and worked together.
Friendly relationships and communication efforts made it much easier to survive.

That premise still holds true, whether it be among nations or in a small company or firm where people
are working together to m3nufacture a product or deliver a service. Positive working relationships
are key to an organization's health and success.

Workplace Relationships

Some people may think that outstanding work will be enough to advance their careers and they don't
need to give much consideration to relationships in the workplace. Nothing could be farther from
reality. In businesses today, being a solid performer is only part of the picture. Even if you are skilled
at your job, anticipating your boss's every need and putting in overtime, you won't make it to the
next level unless you build solid relationships with your coworkers and managers.

Although every work environment is different, making a sustained effort to maintain positive and
productive working relationships is important. To build the solid working relationships so important to
your career advancement, you will need to communicate effectively, hone your diplomacy skills and
project a professional image.

As important as it is for your career to have good working relationships, it is perhaps even more
important on a personal level. According to studies in the workplace, employees report higher job
satisfaction and more involvement when they have opportunities to develop supportive relationships
at work. If you're like most people, you will wake up each day and go to work for more than a
paycheck. We work to fulfill personal goals, to be challenged and to add balance to our lives. Balance
includes having relationships at work with people you can depend upon for personal and professional
support.

The best working relationships are built on trust, which comes about as people get to know one
another. Talking about life issues lets people hear about dreams and fears and reminds us that we
are all human beings with many of the same needs and interests. It makes it easier for people to
empathize, communicate and work as a team when there is mutual understanding and appreciation.
On the other hand, most co-workers do not want to know every little detail of someone else's
personal life any more than family members want to hear a blow-by-blow description of what
happened at the office on a particular day.

Working with Co-Workers

When you consider how much time you spend with colleagues at work, then treating them as friends
can make your working together much more pleasing. Going to work can be more appealing, less
stressful, and you can generally be more productive.

People in workplaces are busy, rushing to get the job done. Sometimes they create problems for
others as well as for themselves. It can help if one knows the territory and the nature of the working
environment.

For example, a common issue discussed in professional publications is that young managers and
professionals, especially those under 40, are often frustrated in their attempts to make a connection
and establish a presence with their older co-workers and managers. Experts in the field usually
advise that younger people listen as much as possible as a way to gain more power. Moreover, it is
usually a waste of time to offer unsolicited information, in an attempt to establish credibility.

Here are some other pieces of advice that you might want to consider when you are first starting
out in an organization or company. They have often been cited as keys to success.

- Be an attentive listener. It helps you to summarize accurately and perhaps reframe ideas.
- There's always an element of levity in a good work setting, but remember that you work to
make money for the company, not to have fun on the days between weekends.
- When in doubt, behave traditionally.
- If you make a mistake, immediately take full responsibility for it and don't blame others.
- Broadcasting personal difficulties will not improve your standing with the manager or supervisor.
- Perform personal hygiene duties at home.
- Competence alone isn't enough to succeed. Be passionate about your work and take pride in it.
- Tossing things together at the last minute makes a poor and often lasting impression, especially if it affects others.
- Arriving a little early and leaving a little late is not a mistake.
- Learn to manage your time.

Everyone needs to know that they are responsible for creating healthy, productive relationships at
work, and it's hard to overestimate the value of good social skills with our co-workers. In fact,
across the board, in a wide variety of businesses, people would rather work with someone who is
likable and incompetent than with someone who is skilled and obnoxious, according to Tiziana
Casciaro of the Harvard Business School. How people value someone's competence changes,
depending on whether they like the person or not.

As you gain knowledge of personality types and styles, along with how work environments and
people match, you can have an edge in building positive working relationships.

Working with Networks

We've looked at the benefits of networking in the job search, but it doesn't stop there. Every
professional benefits from having sources for support and education. Those who develop a strong
network of contacts can tap a variety of people for ideas and advice. There are some things you
can do to maintain a successful network.

- Remember that networking is all about give and take. Pay attention to what's going on with
others in your network. If someone in your circle is in a career transition, offer your assistance
to this person without waiting to be asked.
- Add variety to your network. We tend to be drawn to people who are like us-those who have
similar educational backgrounds, career paths, and outside interests. But, people who are
different from us can bring new perspectives and insights. Seek out someone who doesn't fit
your mold to include in your networking circle.
- Make personal contact time a priority. E-mail makes it easy for people to keep in touch,
request help and send thanks. But don't forget the personal touch. On occasion, invite a
contact to lunch or an industry event. Networking can be more fun and provide better results
when you make face-to-face contact.
- Schedule contact time. If you tend to forget about staying in contact with people in your
network, schedule it in your calendar. Make a goal to reach out to several people each month,
even if it's just to say hello and check in. Sending birthday and holiday cards is a great way to
stay in touch as well.
- Do what you can when a contact asks for help. You may not have a lot of time to offer each
person who requests help. But be careful about refusing a request altogether unless you're
sure you have nothing to offer. You might be able to assist with part of a project or provide
the name of another contact that may be better suited to help. Always be honest in terms of
what you can and can't offer.

Working with Mentors

If you are lucky and on the lookout, you will find a mentor who will help guide you through some of
the early stages of your career. These are people who have been on the career path longer than
you, and they typically have insights to the process that are worth noting. Their own work
experience, of course, is unique and it would be unfair to generalize that everyone is the same and
can benefit from the same assistance. However, a mentor can nurture your career.

What separates a mentor from the average network contact is long-term commitment and a
deep-seated investment in your future. Sometimes a company or organization will assign a senior or
more experienced worker to be a mentor or a peer helper. At other times, people discover their
mentors in their own way. It usually begins by identifying someone who is admired and respected.

It is also possible to have "serial mentors" who assist you for shorter periods of time. Having
mentors one after another at different stages of c person's career is appealing to some people and
it can work well. When working with a mentor you will want to take careful note of those skills and
manners that you think are successful, transferable, and that match your own style.

Mentors are most likely to invest themselves in individuals in whom they see a little of themselves,
which is why you should never approach a prospective mentor in state of desperation or
helplessness. Some mentees prefer an older, more experienced mentor at a higher organizational
level so they, too, can aspire to the upper echelons of the career ladder. Others benefit from peer
mentors.

One person told about working with several peer mentors as part of a program sponsored by her
employer. "I had never thought about learning from someone on my level. It just made sense to
always look two to three levels above me, and I wondered what I had to do to get there. But the
people who have the best solutions to the problems I face are often the people facing those
problems themselves."

In addition, when the time comes for you to be mentor, you will not want to pass up the opportunity.
Being a mentor not only gives you a chance to provide timely assistance to others, but it is allows
you to see situations through their eyes and feelings. You can learn through the mentoring
relationship, making it a two-way street where valuable information is communicated.

Working with Friends

In the summer of 2004, the U.S. National Labor Relations Board (NLRB) upheld a rather Draconian rule
that seemed to ban workplace friendships. The rule instituted by an American security firm, stated, in
part, that "while on duty, you must NOT fraternize, date or become overly friendly with the client's
employees or with co-employees." It was necessary for "security" purposes, the company said.

The ruling set off a mini media tizzy. The Labor Relations Board was quick to make it clear that its
ruling only related to whether the company rule interfered with the "employees' right to gather or
unionize." It also concluded that a reasonable interpretation of "fraternize" would tend toward
romantic relationships than a "simple friendship."

Still, it was enough to get people talking about the value of friendships in the workplace. And,
according to a 2001 Gallop poll, they are valuable indeed. People reported that if they thought they
had a good, strong friendship at work, their productivity was better, their engagement with their
work was deeper and they tended to stay longer in their place of work. Companies' profits were
higher and customer loyalty was strongly associated with a high incidence of good friends in the
workplace.

Some people are more comfortable with casual friendships at work, while others become best
friends. "The focus at work and in business has to be the job first,"' says sociologist Jan Yager,
author of Who's That Sitting At My Desk? How to Succeed by Mastering Work Relationships. She says
that casual relationships generally work better tha1 close ones in the office. However, friendships
that start out as casual may become closer with time and effort, as long as everyone proceeds with
care. When developing a friendship, be aware of and discuss how your friendship coincides with your
work relationship and agree on setting some relev3nt boundaries.

Although Yager's research shows that the number one benefit of an office friendship is more fun at
work, close ties can also complicate matters. Friends might be competing for the same raise or
promotion. They open themselves up emotionally, thus increasing their risk of hurt feelings. Saying no
to a friend can be a lot more difficult than saying no to an acquaintance. And, when conflicts arise, it
may be harder to keep work-related disagreements separate from the personal relationship.

Yager points to two types of conflict at work that can be particularly stressful. In the first, one
friend is promoted over another. In the second, one co-worker, who proves to be anything but a
friend, betrays another's confidences.

While we treasure relationships when they are good, the way we deal with them when they fizzle is
important too. When a friendship becomes strained or distant, knowing when to redefine the
relationship and move forward is key. Although a close personal bond may no longer exist, it is
possible to keep an amiable business relationship through communicating and setting parameters.

Cliques aren't really friendships although they may seem to be at times. Human resource
professionals agree that cliques tend to exert a negative influence on the work environment and
often lower productivity. Cliques are likely to bring negative people together and give an impression
of exclusivity. Cliques sometimes perceive a problem where none exists and proliferate unfounded
rumors. When you enter a new work environment, take careful notice of how different groups
operate and limit your involvement with cliques.

Romantic Relationships in the Workplace

There are times when close relationships at work can turn to romance. It could also be away of
kissing a job goodbye. Some companies have no-dating policies, even though people who want to
date will do it anyway and try to keep it secret.

Office romances can lead to problems, which is why companies are leery of them. First, if it is an
affair between married people, then families are at risk and the aftermath could spill into the
workplace and negatively affect productivity. Likewise, when an office couple breaks up and the
relationship does not end on a good note, then matters can be complicated where they are still
working. It could make other people uncomfortable and make it very difficult for the two people to
continue working together. It can make it awkward to be on the same team or assignment.

An even bigger problem occurs when a manager o- supervisor dates an employee. It opens the door
for a possible sexual harassment charge if things don't work out well. Gifts and expressions of
affection can be interpreted as the misuse of the power structure in order to seduce or harass an
employee into an intimate relationship. Some other actions might be construed as retaliation, even if
that it was not intended. The courts tend to hold employers and bosses liable.

In these times, it is recognized that romantic involvements do take place in the workplace. This is
where people are in close proximity, meet and have a chance to know one another better. It can, at
times, be an ideal place to find someone with whom you have things in common. Romance is a
by-product of being attracted to and liking to be around someone, whether in or out of the
workplace.

Therefore, instead of a no-dating policy, some employers are beginning to draft consensual
relationship agreements, often called "kiss and tell" policies. They mainly deal with
supervisor/subordinate romantic involvements but can be extended to all employees, since there
are some possible pitfalls to avoid in those relationships as well.

Such policies acknowledge that workplace romance will occur, and that if a supervisor and
subordinate are indeed having a romantic relationship, it is the responsibility of the senior person to
disclose the relationship to human resources or be in violation of the policy. Through the policy, the
employer typically reserves the right to transfer one or both of the individuals if it turns out that
they are in the same chain of command.

As one attorney said, "The implementation of a 'kiss and tell' policy will not insulate companies from
lawsuits, but it could place them in a more defensible position."' Then, are such policies an invasion of
privacy? Not necessarily. Employers don't have to get real personal; they just need to ensure that
the couple understands the employers' situation.

It might seem strange to have to go through all of this hassle for what could turn out to be a
meaningless relationship, but to many employers, it would seem strange not to. The company or
organization is simply too much at risk to ignore or dismiss it as "'That's life and those things happen."

Working with Difficult People

The ability to work effectively with people and the ability to form effective working relationships are
major determining factors of success in the workplace. However, what do you do when you have to
work with problem managers, supervisors or coworkers?

A number of research studies have highlighted the kinds of problems in workplaces that leave
employees feeling angry, irritated, and disrespected, and in some cases can lead to excessive
anxiety and depression. In general, most of these problems are related to insensitive or rude
behavior at work and a disregard for the concerns for others.

Unpleasant working relationships hurt productivity, job commitment, job retention, organization moral,
and the health and well being of employees. It is a genuine concern among business leaders.

"Want a new job?" "A better job awaits." You may already be familiar with CareerBuilder.com through
some of its funny advertisements. You can view three short commercials at YouTube ,such as the
mischievous monkey shenanigans (e.g., working with a bunch of monkeys who think the sales are up
when they are actually down). http://www.youtube.com/watch?v=VRrMu7BL2l(external link 01).
http://www.youtube.com/watch?v=YR71GnQ4CU4(external link 02). This is a company that knows
people are often unhappy with their working relationships and thinking of changing jobs.

A survey conducted by Public Agenda, called "Aggravating Circumstances-A Status Report on
Rudeness in America," revealed that more than one-third of the 2,013 people questioned thought
about moving to some kinder, gentler place to work. Research from the University of Michigan
revealed that 71% of 1,100 workers had experienced condescending remarks or other rude
behavior at work over a five-year period.

A University of North Carolina (UNC) study called "Workplace Incivility: The Target's Eye View"
surveyed 1,400 workers and revealed that both men and women equally reported being targets of
discourteous and insensitive behavior. The majority of the instigators were men, and they were
three times more likely to be of higher rank than their targets. Of those who experienced incivility:

- 52% said they lost work time worrying about the incidents of rudeness
- 46% considered changing jobs
- 12% actually did quit
- 37% reported that they felt less committee to their company
- 22% deliberately cut back their efforts

In another UNC study, 1,601 respondents were asked whether they believed rudeness,
backstabbing, poor communication, and incivility existed in the workplace. Eighty-nine percent said
yes.

Ironically, when the same group was asked whether they themselves were uncivil, rude, negative, or
talked behind others' backs, 99% said no. Obviously, this shows how people discount their own
negative behavior as compared to others. Either people don't acknowledge or admit their rude
behavior, or they are clueless.

One thing is clear--everyone brings a list of expectations into relationships, particularly in reference
to how others treat us. And, of course, the rules or expectations we bring often differ. When our
colleagues' behavior is courteous and congruent with our own, it's a match-up of manners. However,
if they're not in alignment, for instance someone ignores customary greeting or parting statements
(such as "Hello," "Good morning," or "Good-bye"), we may get confused or annoyed. We expect an
exchange of these traditional social graces; they acknowledge our very presence. We may interpret
their absence as disrespectful, wondering why we've been overlooked or made to feel invisible.

For instance, if we pass someone in the hall and are not acknowledged by him or her, our brain might
kick into the "wonder" gear: "I wonder why he wouldn't say hello? What's wrong with him? Is he really
that busy to just ignore me? What nerve! Did I do something wrong? Was it something I said earlier?
Am I invisible?"

In reality, the person might just be absorbed in faraway thoughts; however, even such little things
left unspoken can trigger wild imaginings, big misunderstandings, and a loss of respect.

Working with Bullies

Workplace bullying is when one a person or group of people in a workplace single out another
person for unreasonable, embarrassing, or intimidating treatment. Usually the bully is a person in a
position in authority who feels threatened by the victim, but in some cases the bully is a co-worker
who is insecure or immature. Workplace bullying can be the result of a single individual acting as a
bully or of a company culture that allows or even encourages this kind of negative
behavior http://www.bullyingstatistics.org(external link 03).

Workplace bullying can take many forms:

- Shouting or swearing at an employee or otherwise verbally abusing him or her
- An employee being singled out for unjustified criticism or blame
- An employee being excluded from company activities or having his or her work or
contributions purposefully ignored
- Language or actions that embarrass or humiliate an employee
- Practical jokes, especially if they occur repeatedly to the same person

There are also some things that are usually not considered workplace bullying:

- A manager who shouts at or criticizes all of his or her employees. While this is a sign of a bad
manager and makes c workplace unpleasant, it is not bullying unless only one or a few
individuals are being unjustifiably singled out.
- A co-worker, who is critical of everything, always takes credit for successes and passes
blame for mistakes, a1d/or frequently makes hurtful comments or jokes about others. Unless
these actions are directed at one individual, they represent poor social skills, but not bullying.
-Negative comments or actions that are based on a person's gender, ethnicity, religion, or
other legally protected status. This is considered harassment and, unlike bullying, is illegal in the
United States and gives the victim legal rights to stop the behavior.

According to the Workplace Bullying Institute, up to a third of workers may be the victims of
workplace bullying. About twenty percent of workplace bullying crosses the line into harassment.
The New York Times found that about sixty percent of workplace bullies are men, and they tend to
bully male and female employees equally. Female bullies, however, are more likely to bully other
females. This may be because there is more pressure on females trying to succeed in
male-dominated workplace, and more competition between females tor promotions.

Workplace bullying is not a new issue. Emerging technologies and increased reliance on digital
communication has seen an increase in the instances of cyberbullying in the workplace. Gossip about
a co-worker can be shared instantly across the web to a large audience o· even to people outside
the organization. Rumors posted on the Internet about a co-worker can seriously affect their
reputation and future career. Anybody can post a rumor and once something is on the Internet it is
very hard to remove or dispute.

Cyberbullying doesn't just happen during work hours. The increased prevalence of take-home
laptops and portable communications devices such as BlackBerries and iPhones make cyberbullying a
problem outside of the physical work environment and traditional working hours.

Statistics from the Waitt Institute for Violence Prevention show that one in three employees
personally experiences bullying at some point in their working lives. At any given time one out of
every 10 employees is a target of workplace bullying. Linkme Australia carried out a recent survey
of over 1700 employees, and found that 41% of respondents have experienced cyberbullying from
their bosses and management. The same survey found that over half of all attacks are carried out by
co-workers.

Examples of cyberbullying include:

- Malicious or threatening emails or communications to an individual's phone or email address
- Electronic communications that feature offensive content such as explicit images or
jokes/comments about ethnicity, religion or sexual preference
- Electronic communications aimed at correcting or providing feedback to an individual that are
copied to a group with the effect of publicly shaming or demeaning the individual
- Malicious or threatening comments about an individual posted on blogs or social networking
sites
- Sharing embarrassing, offensive or manipulated images or videos of an individual
- Screen savers or desktop backgrounds featuring offensive content

Although cyberbullying shares many similarities with more traditional methods of bullying, it has the
potential to be more aggressive and escalate a lot faster. The anonymity, large audience, range of
attack methods, lack of face-to-face communication and ability to contact the victim 24 hours a day
contribute to the severity of cyberbullying.

Regardless of its source, workplace bullying can have serious negative effects on employees, such
as:

- Stress
- Absenteeism and low productivity
- Lowered self-esteem and depression
- Anxiety
- Digestive upsets
- High blood pressure
- Insomnia
- Trouble with relationships due to stress over work
- Post traumatic stress disorder

Workplace bullying is also bad for business. Some of the ways that companies suffer due to bullying include:

- High turnover, which is expensive for companies as they invest in hiring and training new
employees only to lose them shortly thereafter, possibly to a competitor
- Low productivity since employees are not motivated to do their best and are more often out
sick due to stress-related illnesses
- Lost innovations since the bully is more interested in attacking his or her victim than
advancing the company, and the victims become less likely to generate or share new ideas
- Difficulty hiring quality employees as word spreads that the company has a hostile work
environment

Because workplace bullying can be devastating to employees and companies, some companies
have instituted zero-tolerance policies toward workplace bullying. In these companies, if an
employee is being bullied he or she needs to document the bullying and present the problem to
the proper person in the company, usually someone in human resources or upper management.
Companies with good anti-bullying policies usually hold meetings from time to time to remind
employees what workplace bullying is, how to report it, and the consequences for bullying.

Working with Difficult Managers

Relationships in a workplace are most awkward and disappointing when supervisors or bosses
are poor managers. Here are some common ineffective management skills that you encounter
and some possible steps you could do to take control and make the situation work better for
you.

- Boss is a micro-manager who is controlling and overly involved: You can set specific
deadlines for outcomes that are your responsibility as well as a time to review the status
of your work. Write a memo, reconfirming your responsibilities, deadlines and other details
you've agreed upon.
- Boss is indecisive: Instead of asking open-ended questions, present a few choices and a
clear recommendation. Clarify vagueness by asking questions.
- Boss gives no feedback: You can keep written records of your work and
accomplishments. After completing a project, try eliciting some quick feedback. At
performance review time, bring all evidence of your successes.
- Boss delegates unrealistic workload: You can ask about deadlines and other information
in order to be comfortable with the work or project. Ask the boss to help you set some
priorities when overloaded. See about sub-contracting or delegating to other people
during peak periods.

Your boss (manager or supervisor) isn't automatically a better person than you. He or she
simply has a different kind of job and someone believed that they could do the job well. You
and your working colleagues may be doing a particular kind of task every day, but it's your
boss' responsibility to see that you're doing the right things in the approved way and that you
have adequate resources to be productive.

Some bosses know how to do that job better than others, and most are still improving. If you've
never been a boss yourself or never been responsible for the productivity of others who may
have less experience, you may not appreciate how tough that job can be.

If you are unhappy with your boss, the first thing you have to evaluate is whether you're
working for an incompetent boss or whether your dissatisfaction is due to a personality clash
or perhaps your own lack of experience. You may find that you're less productive working for
one type of boss than you are with another.

"Triage" means sorting things into categories. The most popular use of the term is in military
field hospitals, where the "triage officer" has the tough job of sorting casualties in to different
groups in terms of priority for treatment. Sometimes it can help to triage your concerns about
your boss in order to better understand the situation.

Let's imagine that you are unhappy at your workplace. You're convinced your boss doesn't have
a clue, is impossible to work for or is utterly incompetent. Your co-workers agree and you all
grumble about it together. You may be right, but before you make a dramatic career-limiting
move, make sure you have all the facts. Make sure that the difficult boss is really the source of
the problem.

The best first step is to perform triage: Sort what you observe in the workplace into several
categories. You could begin by discovering how your boss fits into these three categories:

- Behaves consistently within the rules and customs of the organization
- Behaves from values that are harmful to you, others, and the organization as a whole
- Behaves inconsistently and seems ill-prepared for the job
- Behaves in ways that are well-intended but communicates poorly

You may discover that the boss might actually be performing in accordance with the practices
used in this organization. If your boss behaves in what seems to be an unethical way, for
instance, and you learn that other managers in the organization are doing the same, it may be
that the organization's ethical culture is simply incompatible with your own sense of what is
right. It's not so much the boss as it is the organization's climate.

You may have to investigate and gather data from other people you trust. This is a good time
to speak with your mentor or someone who's higher than you in the hierarchy and to whom you
don't report. You can discuss things in confidence with a trusted mentor and draw upon his or
her experience. Your mentor, of course, cannot and should not take any action on your part.
You are responsible for your decisions and behavior.

If your boss is generally invited to company meetings with people higher in the organization, the
chances are that company leaders sanction or at least condone his behavior. Unless the whole
hierarchy is composed of incompetent people, you may find that your boss is behaving in a way
that senior staff expect and reinforce. When that's the case, you need to examine your own
standards, because the boss is behaving consistently with the values of the larger
organization. This may not be a company to which you want to tie your career.

You might also look for some signs that your boss is making an effort to be effective, such as:

- Asking for feedback from others on the team and acting upon it
- Reading and referring to professional journals and books
- Attending educational courses aimed at how to improve management skills

Good managers never assume they know everything they need to know. Even CEOs of
multi-billion dollar enterprises seek out advice and try to learn how to do their jobs better.

Does the boss share what he or she is learning? You can also look to see if your boss takes
time to teach other people how to do their jobs better. If you notice others learning but you're
not getting those opportunities then you need to ask yourself: "'What am I doing that keeps me
out of the loop?" Ask some of those more favored people what they notice about you and your
relationship with your boss that you could improve. Approach your boss, in all humility, and ask
questions about how you could be doing a better job. A good, smart boss will help you; a poor
one will discount you for seeking advice.

Yes, it's possible for people to get promoted to a level that exposes their inadequacies. It's
been called the "Peter Principle," where people keep getting promoted until they reach their
level of incompetence. Such people often don't know they have reached that level and are
frustrated that they can't move higher in the organization. They're stuck, and so are you.

Your boss might be a better politician than manager, doing whatever it takes to keep superiors
pleased. The hard-core politicians shift with the winds, their standards change from
time-to-time, and they are very sensitive to changes in the corporate culture. If there are
changes higher up and your boss switches from one way of operating (e.g., treating people
with civility) to another (e.g., treating people with disdain), you can be sure you're working for a
politician. There's nothing inherently wrong with being a politician, unless it's the only thing the
boss does well.

Weak bosses often overestimate their own knowledge relative to what they need to know to
do well. They ignore opportunities to learn, dismiss ideas from younger members of the team,
cut off discussions, and avoid exposure to new concepts.

In some cases, you may or may not be able to do anything to improve the situation. If you
discover you're working for an incompetent or problematical boss or one who is just marking
time, it may be time to find another opportunity. If you like the company, be on the lookout for
other positions. You can't change the incompetent or politically motivated manager, and there is
a good chance that you will only get punished if you try. Keep your opinions to yourself, in this
case, or they may be turned against you and you will find yourself saddled with a bad
reputation.

Once you've accurately identified your boss as someone who's unlikely to change and for whom
you cannot continue to work, the one thing you don't want to do is to go over the boss' head.
Talking to the boss' manager will usually destroy your own credibility and challenge that senior
person's judgment. Invariably, word will get back to your boss, which can only make matters
worse. If you've decided this is an untenable situation, find an honorable way out. Once you've
decided to move on, keep it to yourself until it's official. You can only hurt your reputation by
making announcements before you've made all your arrangements.

Many people who are really good at a job will get promoted to the next level, where they have
little or no experience. And, in most cases, corporations don't take much responsibility for
preparing people for these new challenges. It's "sink or swim."

You can help your boss do better by asking open-ended questions. For example, when you're
given another dirty assignment you hate, try to find out why. "I seem to get assignments like
this from you often. Perhaps you can help me understand the reasoning for that? If your honest
question is rebuffed or treated with disdain, you'll probably sort this person into the "jerk"
category.

If your boss gives you a good, understandable explanation, you're probably dealing with a good
boss. And, if your boss sits down with you to discuss your perceptions, you're probably dealing
with someone who wants to do better. By asking a question that expresses your honest
concerns, you can decide whether this relationship is salvageable or not.

You can ask questions of your co-workers, too. "I seem to be having trouble with the boss; can
you help me understand what's going on?" You may receive some specific counsel that you can
use.

By asking open-ended questions, you can keep the focus on your goal of understanding the
situation better. Your interests and concerns are communicated without being offensive or
confrontational.

Working as a Team Player

Companies are scrambling to survive in the new economy and they are making sweeping
changes in the way they are organized. They want to respond to market conditions as fast as
they can. There are more workers on temporary assignments, more part-timers, and more
sub-contractors than ever before.

Almost all job openings will use the term "teamwork" in the description of expected job
functions and expectations. That is because more work is now being organized into
project-focused teams. This requires people working together, even when they are not at the
same location. Using technology, companies can now form virtual teams and bring them together
via distance conferencing.

Lay-offs from downsizing in the early 1990s dissolved the guaranteed bonds between employer
and employees. As companies became leaner, they relied more heavily on brainpower,
information and communications to help them compete. Many workers with special skills, no
longer bound by company loyalty or fealty, found they could make more money and advance
more quickly by joining consulting firms or striking out on their own. This is especially true in the
Information Technology services sector, which is growing at 16% per year. However, it also
makes them sharpen their skills and interests in being a team player.

In addition, more companies are trying to blend the work of the "in-house" staff with outside
contractors. The term "outsourcing" has become a part of the new economy's vocabulary. A
blended workforce is becoming more commonplace.

Your ability to be a team player will be tested in the new work environments. You must be able
to communicate your ideas with others, contribute to work assignments, and meet deadlines as
part of a team. Co-workers will be counting on you to cooperate and share ideas.

You can feel a lot of pleasure in taking responsibility and completing a task by yourself. It brings
personal recognition. But, there is something satisfying about working with others as a team to
accomplish a goal. Perhaps that is one of the reasons that individual efforts in sports are often
highlighted but sacrificed for the good of the team. There are many times when an individual in
an athletic event has performed brilliantly, only to say that it was important that the team won
the game they were playing. There is something special about being a team player on a winning
team.

Working "Outside of the Box"

The future office will be increasingly mobile and flexible as companies swiftly assemble the
resources necessary to meet changing business needs. Core teams will manage employees
working from diverse locations - from home offices to temporary business spaces to cafes. A
premium will be placed on staff members who possess a combination of technical and
interpersonal skills and can adapt quickly to change. Interestingly, with all the movement toward
the use of communication technology and distance collaboration, people skills remain essential
to success.

Following are key findings indicating how the workplace is expected to evolve in the coming
years:

- Emerging technologies will allow a company's staff to work off-site with greater ease.
Geographical location will matter less as businesses shift human and material resources in
response to market opportunities. Companies will rely more on temporary, instant "plug-in
and play" offices that can be established wherever needed, using fully wired and readily
adaptable commercial spaces.
- The concept of going to work will be redefined as employees telecommute to work using
portable, wireless tools to communicate from any location. For businesses, savings on
traditional overhead expenses such as leases, property taxes and maintenance will offset
the investment in technology.
- Widespread wireless connectivity will allow people to easily collaborate with their
colleagues. The barriers of time, distance and language will be virtually eliminated by
advanced electronic communication devices, facilitating communication and preventing
production lags.
- The concept of "emotional intelligence" will grow in prominence. This term refers to the
skills and abilities that enable people to interact well with those around them, to respond
to others' needs and priorities, and to adapt to a rapidly changing work environment.

Working at Home

Jack Nilles worked for the U.S. Air Force and NASA designing space vehicles and
communications systems. He started thinking about how telecommunications could replace
energy-depleting and time-consuming daily work commutes. In the early 1970s he coined the
term telecommuting and telework while working on projects aimed at letting employees working
at home via telecommunication links and helping eliminate rush-hour drives.

Telecommuting involves an arrangement in which employees enjoy flexibility in working location
and hours. In other words, the daily commute to a central office or workplace is replaced by the
use of telecommunication networks. This allows people to work from home or some other
convenient locations, such as coffee shops.

The roots of telecommuting lay in early 1970s technology, when satellite offices were linked to
downtown mainframes using telephone lines. The results in productivity and costs were so
impressive that by the 1980s using personal computers to connect to a company's mainframe
computer forged the way to decentralize even further, moving more offices to homes.

Telework or telecommuting is facilitated by tools such as private lines, conference calling,
videoconferencing. A lot of the economic growth over the past twenty years has been credited
to an increase to automation and the use of the Internet.

Estimates suggest that over fifty million U.S. workers (about 40% of the working population)
could work from home at least part of the time, yet in 2008, only 2.5 million employees (not
including the self-employed) considered their home their primary place of business.

According to the Telework Research Network
(TRN), http://www.teleworkresearchnetwork.com/(external link 04), a consulting and research
firm specializing in the benefits of telework, the average telecommuter is 49 years old, has a
college degree, and works in a professional, senior, or management role. In addition, more than
75 percent of those who work from home make at least $65,000 a year, which puts them in
the top 80 percentile of all workers.

Employees working at home for half a workweek (versus every workday) save an average $362
per person per year on gasoline costs, according to an analysis by TRN. Among other possible
savings a day are meals and on professional clothes. Overall, workers can save as much as
$6,800 a year by being home-based for half of every workweek &endash; an amount of time
"that offers a good balance between teleworking's advantages and disadvantages," says TRN
president Kate Lister (2011).

What do workers see as the benefits? Among those cited were:

Flexible wake up time.
Less time in car.
Saving gas at a time when prices are rising.
Fewer office interruptions.
Less eating out.
Avoiding traffic jams.
Flexible work schedule.

Among the disadvantages or limitations to telecommuting, the following were included:

Working in isolation means less social interaction and employee banter.
Dress for work can be always be comfortable and casual.
There are fewer distractions.
It puts extra stress on relationships at home.
Loss of regimen and requires more self-discipline.
The value of face-to-face meetings is sometimes lost
Office-based staff need reminding of the existence of distant worker - out of site out of mind.
Some workers feel out the loop and feel distant from supervision and other divisions of a company

For communities, telecommuting offers fuller employment. By increasing the employ-ability of
worker groups such as at home parents and caregivers, the disabled, retirees, and people
living in remote areas it expands opportunities for employment. Communities view telecommuting
as one way to help reduces traffic congestion and traffic accidents. It relieves the strain on
transportation infrastructures, reduces greenhouse gases, reduces energy use, and reduces
terrorism targets.

For companies, telecommuting expands the talent pool, reduces the spread of communicable
illness, reduces building costs, offers an inexpensive method of complying with the Americans
with Disabilities Act of 1990, reduces turnover and absenteeism, improves employee morale,
and improves business opportunities across multiple time zones. Full-time telework can save
companies approximately $20,000 per employee (Lister, 2009).

Face-to-face interactions are perhaps the most natural way for people to communicate with
each other. As better virtual communications inch closer and closer toward simulating real-world
everyday interactions, the telecommuting is becoming more appealing.

First, webcam capabilities were added to instant messaging and other text chat services.
Webcams are relatively low cost devices that provide live video and audio streams via personal
computers. They can be used for both video calls and videoconferencing (e.g Skype, Facetime,
and Facebook). Improved video quality helped webcams encroach on traditional video
conferencing systems.

Then came new iPhones. They introduced more people to the power of face-to-face video
communication and encouraged other manufacturers to add front-facing high-resolution video
cameras to their list of smartphone capabilities. More specifically,

Face Time by Apple is a video chat feature that lets you have face-to-face communication with
anyone around the world using the same technology. It is currently a social network
phenomenon that functions in the realm of wireless technology and it is positioned to help
advance telecommuting in the world of work.

A successful telecommuting program requires a management style that is based on results
rather than close supervision or scrutiny of individual employees. This style emphasizes
accountability by specific and measurable objectives as opposed to general observations and
opinions.

Occasional telecommuters- those who work remotely (though not necessarily at home) -totaled
17.2 million in 2008. Very few companies employ large numbers of home-based full-time staff.
The call center industry is one notable exception; several U.S.-based call centers employ
thousands of home-based workers.

Work-at-home and telecommuting scams are common. Some of these job offers are scams
appealing to a "get rich quick" audience but in fact require an investment up front with no pay
off at the end. The problem is so pervasive that in 2006 the American Federal Trade
Commission (FTC) established Project False Hopes, a federal and state law enforcement sweep
that targets bogus business opportunities and work at home scams.

Of the more than 3 million web entries that surfaced from a search on the terms "work at
home," more than 95% of the results were scams, links to scams, or other dead ends.
Work-at-home scams earn con-artists more than $500 million per year. Even the sites that claim
to be scam-free often feature ads that link to scams. According to Christine Durst, a syndicated
columnist who appears often in the media as an expert on home-based careers and online
scams, there is a 48-to-1 scam ratio among work at home job leads on the Internet. This
statistic has been used in coverage by Good Morning America, CNN, Business Week, and The
Wall Street Journal.

The likelihood of working at home increases with educational attainment. Employed persons 25
years and over with a bachelor's degree or higher were more than 6 times more likely to work
at home as those without a high school diploma. Much of this disparity is due to the varying
occupational patterns of workers with different levels of education. For example, college
graduates are much more likely to be employed in managerial and professional
occupations--which have a greater work-at-home rate--than are high school dropouts.

As far as available work goes, it largely depends on your skills, interests and other personal
variables. Telecommuting jobs are primarily in specialized areas like computer programming,
translation and transcription. They generally require specialized training and employers target
experienced candidates. The field of contracted work and consulting is growing, again in
specialized areas, allowing professionals to combine working at home and in the business world.

Many people are attracted to the idea of working at home because a home business can be
anything you want it to be. A home business requires an entrepreneurial spirit, persistence and
tenacity. However, the decision to work at home does not necessarily mean that you want to
be the owner of a business. You may prefer working at home for an already established
company. This is often easier to do than owning a business yourself and you may not want all
the headaches, responsibilities and obligations that come with owning your own business.

In terms of relationships, there are issues that come up in the home setting. While it can be nice
to have some flexibility and be around for family and personal reasons, there are drawbacks.
Sometimes family and friends may view the at-home worker as being at their disposal much of
the time. They may call or visit at any time or expect the person to take care of their needs
and interests before the needs of the business. A new birth in a family, a death of a loved one,
illness, or simply a change of schedule for another family member can greatly impact the daily
workings and routine of a home-based worker.

One at-home business owner commented about some of the disadvantages of working at home
as follows:

- Being shouted at from downstairs to come help with something.
- Working to your own schedule. Sounds great in theory, but you either do nothing or
work 16hrs+ a day. I tend to the latter but have also slid toward the former on occasion.
- No camaraderie with fellow workers (this could also appear on the benefits list ... )
- A tendency not to get dressed till lunchtime (Again, take your pick which list that goes on ... )

You can find ads for opportunities to work at home almost everywhere- from the corner street
light and telephone poles to your newspaper and pop-up notices on your computer. While you
may find these ads appealing, proceed with caution. Not all work-at-home opportunities deliver
on their promises.

Many such ads omit the fact that you may have to work many hours without pay. Or they don't
disclose all the costs you will have to pay. Countless work-at-home schemes require you to
spend your own money on ads and supplies.

The vast majority of these work at home positions are designed to make money for the person
running the ad, not the ones who answer it. Those dreams of a good income earned at home
soon become a nightmare of charges, fees, materials costs and more. And after that, either no
work that you could be paid for shows up or your work is rejected for false reasons.

Does this mean that all work-at-home jobs are scams? Not at all. There are many legitimate
work-at-home opportunities in the above categories and in many others. But there are so many
scams out there that you need to protect yourself. To do that you need to ask the right
questions and check out their references before moving forward with any work at home
opportunity. You should approach these working relationships with a healthy dose of
skepticism.

If you are interested in a job or business at home, the first step is to determine what business
or work-from-home opportunity you want to pursue. There are many information sources such
as public libraries and Internet sites that list seemingly countless home business and work
opportunities. The abundance is so great that it might well lead to confusion. Work at Home
Articles http://www.workathomearticles.net(content(section/1/2/(external link 05) are helpful
for learning about the in's and out's of working at home and Work at Home
www.workathome.com provides some resources for finding work at home opportunities.

One of the most important factors in considering at home work is often overlooked. This is your
personal inventory. Often this will yield some direction and focus to the business or job
selection process. Assess yourself and your situation. Write a resume for yourself that includes
your background, education, training as well as any particular on-the-job skills you possess that
could possibly be used in a venture or job. Also look at your leisure-time activities and hobbies,
because many businesses result from people following their passions. Ask yourself how much
time you can realistically put into a business venture, given your present commitments.

Once you have determined the general type of home business or work at home job that you
want to undertake, it is of critical importance that you do your homework (research) to select
the specific opportunity where you are going to make your investment (some combination of
time, effort and money) in working at home.

Coping with Job Stress in the Workplace

Job stress can be defined as the harmful physical and emotional responses that occur when the
requirements of the job do not match the capabilities, resources, or needs of the worker. Job
stress can lead to poor health and even injury.

Listed below are some early warning signs of job stress:

- Headache
- Sleep Disturbance
- Difficulty in concentrating
- Short temper
- Upset stomach
- Job dissatisfaction
- Low morale
- Lack of energy or motivation

Job Stress Statistics

Job stress is an acknowledged part of the world of work. Numerous research studies reveal
the levels of stress that American workers are experiencing:

- A Families and Work Institute survey found that 26% of workers report that they are
"often or very often burned out or stressed out about their work."
- A Gallop Poll reports that 80% of workers feel stress on the job and almost half
reported they could use some help in learning to manage it.
- A study by Northwestern National Life reported that 40% of workers find their jobs
"very or extremely stressful." In addition, 25% of employees consider their jobs to be the
number one stressor in their lives.
- A Princeton Survey Research Associates study reports that 75% of employees believe
that workers today have more on-the-job stress than a generation ago.

While some people manage the stress, others fail to cope and often act out their feelings in
inappropriate ways. For example, "Attitudes in the American Workplace VII," a survey conducted
by The American Institute of Stress (2001 ), reported:

- 65% of workers said that workplace stress had caused personal difficulties.
- 19% had quit a previous position because of job stress and nearly one in four have
been driven to tears because of workplace stress.
- 62% said that they routinely end the day with work-related neck pain, 44% reported
stressed-out eyes, 38% complained of hurting hands and 34% reported difficulty in
sleeping because they were too stressed-out;
- 12% had called in sick because of job stress.
- Over 50% said they often spend 12-hour days on work related duties and as many often
skip lunch due of the stress of job demands.
- 10% said they work in an atmosphere where physical violence has occurred because of
job stress and in this group, 42% reported that yelling and other verbal abuse is common
in their workplace.
- 29% had yelled at co-workers because of workplace stress, 14% said they work where
machinery or equipment has been damaged because of workplace rage and 2% admitted
that they had personally struck someone.

Job Challenges vs. Job Stress

Numerous surveys and studies confirm that occupational pressures and fears are far and away
the leading source of stress for American adult:; and that these have steadily increased over
the past few decades. The concept of job stress is often confused with challenge, but these
concepts are not the same. Challenge energize:; us psychologically and physically, and it
motivates us to learn new skills and master our jobs. When a challenge is met, we feel relaxed
and satisfied.

Challenge is an important ingredient for healthy and productive work. The importance of
challenge in our work lives is probably what people are referring to when they say that a little
bit of stress is good for you. But when the challenge has not been met, it turns into job
demands that cannot be met, relaxation turns into exhaustion, and a sense of satisfaction is
turned into feelings of stress. The stage is set for illness, injury, job failure and a breakdown of
relationships with co-workers.

The Stress Response

Psychological stress is a normal reaction to a threat or disturbing change in the environment.
Stress produces both psychological and physical responses. Together, they lead to a
biochemical cascade which sets off a fright-flight-or- freeze reaction by the body. All animals,
from simple reptiles to complicated humans, have this fight or flight reaction. The freeze
component is similar to the "deer in the headlights" syndrome, which may occur in conjunction
with the fight or flight response.

The stress response (fight-flight/freeze) is a normal reaction that leads to an increase in
arousal and ability to deal with threat. In the absence of a continued threat, the body realizes
and goes back to its normal state of tension. Small doses of daily stress are not unhealthy at
all. They are part of life and the body is adapted to handle them. In times of extreme stress;
however, this stress response can become turned on at all times, with no relaxation. This can
have serious physical and psychological consequences.

We experience stress in levels. Low levels may not be noticeable; slightly higher levels can be
positive and challenge us to act in creative and resourceful ways; and high levels can be
harmful, worsening chronic diseases such as coronary artery disease. These changing levels
occur regularly as we pass through life cycle transitions such as graduating from high school
and college, getting or changing a job or getting married.

There are different categories of stress- acute, chronic, and traumatic. All of these can occur in
the workplace and be considered aspects of job stress.

Acute or short-term stress is what happens when we respond immediately to a sudden danger.
Usually, it is a one-time incident that comes and goes quickly, but its effect on us can last from
minutes or hours to days or weeks. Examples of acute stress include narrowly avoiding an
automobile crash or an intense incident with someone.

Chronic, or long-terms stress occurs over a long period and does not present an easy or quick
solution. It can be caused by a continuing string of stressful events or an ongoing situation.
Examples of chronic stress include a difficult job environment, caring for someone with a chronic
disease, or a state of loneliness. It tends to have more negative effects on health than acute
stress because it stimulates long-term flight or flight reactions that can knock the body's
system out of balance. Severe chronic stresses, such as an abusive childhood or a long-term
illness, are called adversity.

Some signs of chronic stress are:

- Short attention span
- Mind drifts off the subject
- Poor concentration
- Problems with memory-forgetfulness
- Difficulty making decisions
- Slowed thinking
- Inability to see alternatives
- Confusion
- Agitation or irritability
- Mood swings
- Listlessness or inertia

Traumatic stress comes from a very intense stressor that is outside the experience of
everyday life. Tornados, fires, hurricanes or being subjected to violence or a terrorist attack
are examples. These events are usually unexpected, sudden, and can be devastating. They can
leave people feeling powerless and at a loss of what to do next.

Sources of Job Stress

There are two schools of thought on the sources or causes of job stress.
According to one theory, individual characteristics, such as personality and coping style,
determine what will stress one person and not another. In other words, what is stressful for
one person may not be a problem for someone else. This viewpoint leads to prevention and
management strategies that focus on workers and ways to help them cope with demanding job
conditions.

The other theory says that certain working conditions are inherently stressful, such as fear of
job loss, excessive workload demands, lack of control or clear direction, poor or dangerous
physical working conditions, inflexible work hours, and conflicting work expectations. The focus,
then, is on eliminating or moderating those work conditions to reduce job stress.

The National Institute for Occupational Safety and Health (NIOSH) acknowledges that stress
results for both individual and workplace factors, from the interaction of the worker and
conditions of work.

Job Conditions

In its report, Stress at Work, NIOSH identified six job conditions that may lead to stress.

The Design of Tasks: Heavy workload, infrequent rest breaks, long work hours and shift work;
hectic and routine tasks that have little inherent meaning, do not utilize workers' skills, and
provide little sense of control. For example, some workers may work to the point of physical
exhaustion, while others find themselves tied to a computer with little opportunity for flexibility
or initiative.

Management Style: Poor management practices such as excluding workers from participating in
decision-making, poor communication, and lack of family friendly policies. For example, one
manager required workers to produce proof of a doctor's appointment whenever they went
home sick or took a sick day.

Interpersonal Relationships: Poor social environment and lack of support or assistance from
co-workers and managers or supervisors. For example, when employees work in isolation, they
are unable to interact and support each other.

Work Roles: Conflicting or uncertain job expectations, too much responsibility, too many roles.
For example, a customer service employee is required to also sell products and services to
customers who come to the store or call about problems or concerns they are having.

Career Concerns: Job insecurity; lack of preparation for rapid changes; lack of opportunities for
growth, advancement or promotion. For example, employees learn that the company they work
for has just been sold.

Environmental Conditions: Unpleasant or dangerous physical conditions such as crowding, noise,
air pollution and ergonomic problems. For example, workers who spend a great deal of time on
computers may experience a variety of physical problems if they don't have ergonomically
sound furniture.

Individual Characteristics

The National Institute for Occupational Safety and Health is concerned about the impact on
worker safety and health due to exposure to stressful working conditions (called job
stressors ). Thus, it gives considerable attention to encouraging employers and industries to
study and address the significant role of working conditions in causing job stress. However, the
role of individual factors is not ignored. NIOSH recommends that employees be given
opportunities to learn and develop effective personal stress management strategies.

Stress is highly personalized in some regards and can vary widely for many reasons. People
react differently to stress. How you react depends on your strategies for coping with stress,
your previous experience with stress, your genetic makeup, your level of social support and
how you view your social support. The greatest factor, however, is how you perceive stress
and control its outcome. What is stressful to one person may not affect another.

The severity of job stress often depends on the magnitude of the demands that are being
made and the level to which the worker's job satisfaction needs are being met. One survey
showed that having to complete paper work was more stressful for many police officers than
the dangers associated with pursuing criminals.

Although we are often asked to construct lists of the most and least stressful occupations,
such rankings have little importance for these reasons. The same is true for identifying the
various factors that contribute to job stress.

It is not the job but the person-environment fit that matters.

Some individuals thrive on the challenge of high risks and high stakes that would keep many of
us tied up in knots-provided their own needs or values are being met, such as feeling a sense
of control over their own destiny. Without that, the stress of it all would take its toll. They
would be severely stressed by the more routine and measured work enjoyed by others who
simply want to perform a task that is well within their capabilities.

The stresses that a policeman or high school teacher working in an inner city ghetto are
subjected to are quite different from those experienced by their counterparts in rural America.
It is necessary to keep this in mind when sweeping statements are made about the degree of
stress for teachers, police personnel, physicians and other occupations.

Working and Living on the Edge

There is little doubt that the way Americans work and live has changed in recent years. The
fast-paced global 24/7 economy and the pressures of competition and technology have blurred
the traditional boundaries between work life and home life.

Overwork. The role of individual factors, notwithstanding, an issue of such widespread impact is
receiving considerable attention. The Families and Work Institute released a 2005 study called
Overwork in America: When the Way We Work Becomes Too Much.

The report revealed that one in three American employees are chronically overworked, while
54% have felt overwhelmed at some time in the past month by how much work they had to
complete. The study of more than 1,000 wage and salaried employees identifies for the first
time why being overworked and feeling overwhelmed have become so pervasive in the
American workplace. Some of the findings show that feeling overworked resulted not only from
the number of hours worked, but also from the extent to which the work hours were based on
the workers' preferences, control, and internal reasons.

"'Ironically, the very same skills that are essential to survival and success in this fast-paced
global economy, such as multi-tasking, have also become the triggers for feeling overworked,"
reports Ellen Galinsky, president of Families and Work Institute. "Being interrupted frequently
during work time and working during non-work times, such as while on vacation, are also
contributing factors for feeling overworked."'

The study also explored the work-related and personal consequences of overwork. In terms of
personal relationships, the study found that the more overworked employees feel, the more
work-life conflict they experience that may have negative effects on both family and work. Also,
the more overworked they feel, the less successful they feel in their relationships with spouses
or partners, children and friends.

Non-standard Working Hours. A study reported in the Journal of Marriage and the Family (2000)
suggested that the emerging 24-hour global economy could be hazardous to relationships and
marriage. Particularly for couples with children, the additional physical demands and
psychological stress of balancing late night and rotating work schedules can pull at the threads
of marriage stability.

Consumers generally welcome an economy that operates 24/7- as ours now does. We typically
like stores to be open evenings and nights, find it easier to make travel reservations or order
goods with a live voice on the phone at any time of the day or week. And, we expect medical
care and other services to be available to us at all times. This requires employees to be
working outside normal working hours, or during nonstandard working hours.

But what does around-the-clock economic activity mean for workers who provide their labor in
the evenings, nights, and weekends? And what does it mean for families? The pervasiveness of
late shifts and weekend employment among Americans calls for answers to these questions.
Nonstandard work schedules are a significant, albeit often neglected, social phenomenon with
important implications for the health and well-being of workers and their families.

About one-fifth of employed Americans work most of their hours in the evening or night or have
a rotating or highly variable schedule. Many more work some of their hours, but not most, in the
evenings or at night. About one third of employed Americans work Saturday, Sunday, or both
weekend days.

Altogether, about two-fifths of employed Americans work nonstandard schedules. Men are
somewhat more likely than women to work nonstandard schedules, and minorities are more
likely than non-Hispanic whites.

Dual-earner couples are notably likely to have at least one spouse working late or rotating
shifts. The ratio is about one in four for all dual-earner couples and one in three for those with
children. Having children increased the likelihood that at least one spouse worked other than a
daytime schedule, especially likely for dual-earner couples whose children were under age 5.
Moreover, the percentages increase when we look only at low-income couples-the families most
likely to be under financial stress while coping with complex work schedules.

Couples with a spouse working late shifts have substantially less quality time together and more
marital unhappiness, and those with children are also more likely to separate or divorce. Neither
the evening shift nor weekend employment seemed to affect the stability of marriages; this
problem is evident only with night work.

The work schedules of two-earner families don't generate much attention in the current policy
debate, notes researcher Harriet Presser. "Who should work nights can't and shouldn't be
regulated, but the prevalence of two-earner, split-shift couples and the apparent detrimental
impact of night schedules on the quality of marriage and family merit the awareness and
consideration of employers, scholars and policymakers," she says. "Given the high divorce rate
in the U.S., our steady direction toward a 24-hour economy and the large number of American
couples with children working nights, evenings and weekends, we definitely need more research
to assess the consequences of work and family trade-offs."

The Dual Career Lifestyle

The partners in dual-career couples, as opposed to dual-earner couples, have jobs that require
a high degree of commitment, according to a profile by the University of Southern California
Counseling and Consultation Center. They define a dual-career family as "one in which both
heads of household pursue careers and at the same time maintain a family life together." Other
characteristics implied in this lifestyle include high levels of career responsibility, personal
investment of time and energy on the part of both partners, economic rewards, and social
prestige.

The dual-career lifestyle has a unique set of challenges, many of which relate to role
expectations, work role conflicts, and family role conflicts. Many couples have difficulty resolving
role expectations if the individuals involved have been socialized for roles very different from
those they're apt to experience as part of this lifestyle, particularly in terms of household
chores and parenting.

"Dual-career couples must wrestle with the dilemmas of supporting each other's career
development while juggling childcare, housekeeping, and their personal relationship," says Kathy
J. Marshack, a licensed psychologist based in Vancouver, Washington.

"On the positive side, many dual-career couples report that two careers enhance their personal
relationship. Both husbands and wives report that it is very rewarding to be married to
someone who is interesting, intelligent and powerful. Yet the time commitment to career and
family is heavy, and often the marriage relationship is the last attended to, after work, children
and housekeeping."

"There can be a great temptation to become more intimate with your profession than you are
with your partner," observes Peter A. D. Sherrard, a University of Florida's marriage and family
professor. "That's why it's important to remember you have two partners, your spouse and
your career."

The number of couples currently pursuing this lifestyle is difficult to determine since career
involvement is a more important determinant than income. What's relatively certain, however, is
that the number of couples is increasing and will continue to do so in the decade ahead.

Two-career couples face more complicated issues than those with only one partner employed
outside the home. But with practical scheduling, creative thinking, flexibility and good
communication, a marriage with two wage earners can be successful and rewarding.

Job and Career Mobility

How mobile are you? Although computer technology and the Internet has opened the door for
more people to do some, if not all, their work at home, most people commute to their jobs.
About 8% of workers in the USA have commutes of an hour or longer. The national average,
one-way daily commute is 25.5 minutes and 4.3% of the nation's workers work from home (US
Census Bureau, 2011 ). The long commute for those who live in suburbia has become a staple of
their work life.

In addition, there is some evidence to suggest that advancement through a company is likely to
involve relocating to different geographical areas. This involves learning to adapt and adjust to
new living conditions, which affects relationships and opportunities.

Even if you're excited about the new position or company, moving is still a complicated and
stressful process. The good news is that you're recognized as a valuable asset to your new
company or office, and employers are typically more than willing to help make your transition a
smooth one. You can reduce some stress by planning ahead for your move and using any
relocation packages offered by your new employer.

Many companies offer a variety of relocation services. Take the time to learn what's available to
you-and use it. For example, some companies will pay for things like house hunting trips,
transportation of your cars, assistance in selling or buying your home, and event organizers to
settle you into your new home. They might also be able to help your spouse with job placement
or employment leads in your new city.

Before deciding whether to relocate for a job, do a lot of research about the community where
you plan to move. What is the quality of living there and what resources are available? You
might begin by checking community-based websites to see what kind of resources, benefits or
disadvantages a new place offers to you. After doing some research, how would you answer
the following questions?

- Willi really like my job?
- Where will I live?
- How much will it cost to relocate?
- What is the cost of living in the new city and can I afford to live there?
- What is the future of this new company or position?
- Will the move advance in my career and are the career opportunities better than my
current situation?
- Are the working conditions and culture a good match for me?
- Willi be able to make new friends easily and what about my current friendships?
- What are the benefits and advantages of relocating and do they outweigh any
obstacles?
- How much support do I have from my significant other and where will he or she work?
- What is the weather like and what recreational activities are available in the new city?
- What are the opportunities for my family, including the reputation of the school system?
- What am I leaving behind?

What happens if you decide not to move or to reject a location that is offered to you by an
employer? If advancement is part of your career plan, then the answer may depend partly on
what is customary for your company. To climb the management ladder in some companies, an
employee is expected to work in various assignments in different parts of the country or
perhaps world. In some cases turning down a job relocation might not be the kiss of death but
it could close the door to future opportunities if you stay with the company. What choices do
you have?

Before relocating yourself and your family, consider whether you might telecommute rather than
physically reporting to an office. For many companies, telecommuting is a way of life. As one
career specialist observed, "People are all over the country because their clients are all over
the country, so it really doesn't matter where you're living."

Aside from the critical career and financial issues to consider, the personal and emotional
factors are just as important and shouldn't be underestimated, career advisers say. Remember
that a move means leaving behind friends and key people in your professional network, plus you
are leaving cultural and entertainment activities you might not be able to find in your new city.
Over and above the financials, ask yourself if you can maintain or enhance your quality of life.

There are, of course, many practical things to consider. A common mistake many people make
when relocating for a job is to buy a home or commit to a long-term lease immediately, only to
discover some time later that they don't like the neighborhood, or the job. Moving expenses
can be tax-deductible if you move at least 50 miles away from your old home and job. Finally, if
you're not able to visit the new city before you move, try to talk to people who live there or
used to live there. It makes sense to get as much perspective as you can on what you're about
to get into.

Coping With and Managing Job Stress

What can be done about job stress? According to NIOHS, we should give attention to job
stress at both the organizational and personal levels. Organizational change is needed in many
work situations to deal directly with the root causes of job stress. Even in the best of
situations, employees benefit from developing personal stress prevention and management
strategies.

Automatic Stress Coping. Everyone has his or her own default, automatic coping style, and our
coping styles have certain implications for how we react to and deal with stressful situations.
There are many ways these automatic response styles can be categorized. The Coping
Inventory for Stressful Situations uses three dimensions.

- Task-oriented: People whose primary coping style is task-oriented tend to focus on the
issues at hand. This style includes assessing the situation and taking action to deal with it
directly.
- Emotion-oriented: Those who deal with stress on an emotional level tend to immerse
themselves in the feelings associated with the stressful situation. They often turn to social
supports to help them.
- Avoidance-oriented: People whose primary coping style is avoidance-oriented deal with
stress by simply avoiding the situation altogether, using distractions or social diversions.

Another way to look at how we characteristically respond to stressors is in terms of the coping
skills we rely upon. Again, these may be sorted and described in different ways. Some disaster
response organizations use the following.

- Appraisal focused coping involves seeking out patterns and interpreting the meaning in
events. At best, this involves the use of logical analysis and mental preparation. At worst,
this type of coping can involve denial or not thinking about things when you need to.
- Problem-solving coping involves finding practical solutions to problems. At best, this
involves seeking information and taking action to solving problems. However, this way
doesn't work well and, in fact, may cause frustration if applied to chronic, not easily solved
situations.
- Emotion-focused coping means regulating one's emotions during a stressful situation. At
best this work to control emotions under stress; at worst it leads to resig1ed acceptance
instead of taking actions to change things when can be changed.

We all utilize each of these coping styles and skills to different degrees. It is believed,
however, that individuals deal with mounting stress by resorting to their "primary" coping style.
Our coping styles color the way we think and therefore feel about a situation. Sometimes they
can be useful, but in the context of modern work and life, our automatic responses can be
inadequate.

Learned Stress Management. We can get beyond our basic automatic styles by learning and
incorporating skills and strategies that enable us to prevent some stress situations from our
work and lifestyles and to manage those stressors that we cannot eliminate. In the end,
management is the key, since most of our stress results from the interaction of our own
personal factors and our environmental factors.

Everywhere you look, there is advice on how to prevent, eliminate, control, manage, or cope
with stress. Each book, seminar, workshop, guide and program offers its own perspective on
stress and ways to take care of stress on the job and in life. Maintaining a balance between
your work and personal/family life is often at the heart of these approaches.

Each of us must figure out what works best for us, and that begins with getting a better
understanding of how we automatically respond and what we need to do to change or improve
the pattern. It may take some time and experimentation. A list of kinds of strategies for
managing job stress is presented in Figure 11.1 (external link 06).

In another example, the NASA (National Aeronautics and Space Administration) guidelines for
effective stress management list the following as necessary components.

- Good nutrition, rest and exercise habits
- Realistic expectations
- Positive self talk
- Time management
- Effective communication
- Relaxation techniques
- Strong social support

Role of Social Support

Research continues to show that social support is an excellent protective factor against stress.
People with strong social support systems are less vulnerable to disease and they recover
more quickly than those without them. These same people self-report they are happier and
more satisfied. It's not just about numbers; it is about having people you can really count on in
stressful times.

It is easier to cope with challenges if you have good social support to turn to who offer
assistance and help you find solutions. Even if you don't need their help, simply knowing they
are there can help you to negotiate life's challenges. It has a lot to do with confidence. Social
support helps impart confidence in your ability to solve problems.

Research has shown that if personal resources and socioeconomic status are factored out of
studies, emotional support alone has a moderating effect on stress and a very positive effect
on human health. Men are more responsive to social support than women even though women
tend to seek support more often than men and are more negatively affected by its lack.
Long-term relationships, particularly good marriages, have been found to have positive effects
on both men's' and women's' health.

Take a look at the following quiz. You don't have to actually respond to the items. Just read
them straight through and you'll get the point.

- Name the five wealthiest people in the world.
- Name the last five Heisman trophy winners.
- Name the last five winners of the Miss America.
- Name ten people who have won the Nobel or Pulitzer Prize.
- Name the last half dozen Academy Award winners for best actor and actress.
- Name the last decade's worth of World Series winners.

How did you do?

The point is, none of us remember the headliners of yesterday. These are no second-rate
achievers. They are the best in their fields. But the applause dies. Awards tarnish.
Achievements are often forgotten. Accolades and certificates are buried with their owners.

Here's another quiz. See how you do on this one:

- List a few teachers who aided your journey through school.
- Name three friends who have helped you through a difficult time.
- Name five people who have taught you something worthwhile.
- Think of a few people who have made you feel appreciated and special.
- Think of five people you enjoy spending time with.

Easier?

The lesson: The people who make a difference in your life are not the ones with the most
credentials, the most money, or the most awards. They are the ones w1o care.

Working with caring people is something that we all wish for, since it makes our jobs so much
easier and a lot more fun. When things get tough and we need a helping hand or someone to
listen, a network of family, friends and other supporters means there will be someone there to
help get us through. And that can be the best stress buster of all.

Choices and Happiness

The American Psychological Association (November, 2011) reported a study by researchers in
New Zealand that focused on health and well-being. They analyzed questionnaires from 420,000
people in 63 countries and found that individuals who were able to make their own choices
(e.g., to start a snail business) claimed the highest levels of personal health and well-being.
While wealth can provide you with more choices, it's really havi1g the ability and opportunities
to choose that leads to greater happiness.


Topic 12


Shaping the 21st Century Workplace

Your career in the 21st century's working world will be very different from what your parents and
grandparents experienced. The idea of a job for life, with its planned career structure and company
training scheme, is no longer a viable concept. Nor will there be the same clearly defined roles,
stability or progressive raises in income.

Instead, forces that drive our economy, which are constantly changing and expanding, will define the
new world of work. An understanding of how these forces impact us is essential in career planning
and management. It enables us to imagine potential trends in the labor force and then to create,
adapt, and take advantage of opportunities.

There are several forces that are changing the world of work. Let's review some of the most
powerful ones that will help shape the early part of this century's world of work.

Forces that Change the World of Work

Demographics

It all begins with demographics. It's about people. The U.S. workforce will continue to increase in size,
as the population grows, but the rate will be much slower. There will be a more balance composition
in terms of age, sex and ethnicity. A slower growing workforce will make it more difficult for
businesses to find workers during strong economic growth when the demand is high, although there
will be greater participatio1 by older workers, women with children and persons with disabilities.
Current growth in the labor force has been the result of the increasing numbers of women and a
large inflow of young immigrants.

Demographics, of course, also affect the consumption patterns of the population, which in turn
determine the mix of goods and services produced and the labor force required to produce them.
There are three driving forces within demographics that are having a major impact on the economy.

First, the Baby Boomer generation (born approximately 1945 - 1955) has changed the world over
and over again. It probably started with baby food, baby clothes, and bigger houses in the 1940s
and 50s. Later, as teens, they discovered rock 'n roll, and the music and entertainment industry
blossomed. In their college years the Boomers ushered in the anti-war protests. Later, their avid
consumerism led to a rapid growing economy that also proved to be volatile.

Now the Boomers are nearing retirement age and they are once again redefining the rules. Many of
them will continue to work, some because they want to and others because they have to. But in any
case, the kind of work they want now and the working conditions they're seeking are appreciably
different from what they've accepted for the past forty years. There are a lot more "free agents"'
working out of home offices and other places. There is less tolerance for the idea of working in a
small cubicle or cramped office.

Second and equally important, there are not enough workers coming along behind the Boomers to
replace them as they leave the full-time workforce. This will force changes in human resource policies
and practices. It will also put some big demands on pension and retirement plans, such as Social
Security.

Third, GenX-ers and GenY-ers in the workforce bring new expectations, demands, work habits, and a
technological literacy such as the world has never seen. These generations, although smaller in
number, are forces to be reckoned with because of their strong knowledge and consumer base.

New Technology

New technologies will continue to revolutionize the way we conceptualize our world, how we work
and our lifestyles. As famed social and cultural observer Marshall McLuhan once said, "'We change our
tools, and our tools change us."'

In other words, as we invent and apply new tools, the ways we do things in life also changes. Those
changes in our activities - and our work - in turn affect us personally and interpersonally. Technology
is deeply intertwined with just about every aspect of work and daily life.

Every day we use common appliances and objects in our homes that were not even available 25
years ago. Moreover, it would be difficult for us to predict many of the common household items that
will be found 25 years from now, as the technology to create them has not yet been invented.

Using computers, we have created a "digital dimension" called cyberspace that somehow co-exists
with our physical world. This digital world is not only without boundaries but without distances too.
We may be physically distant from each other, but people in distant places can be looking at the
same data at the same time. We can send images across thousands of miles through instant video
streaming and we can listen to people talk as if we were sitting right next to each other.
Geographically distant job interviews or business meetings seem like being in the same room
together.

For instance, when you order an airline ticket or make travel arrangements, it may well be routed
through a person's home office. That office has no limits in terms of location. With the right kind of
education, a person in a small African or Indonesian village, as well as someone in a small town or
suburb in the U. S., can provide the same services to customers a continent away.

Information technology (IT), already transforming our lives, will continue to be aided by
breakthroughs in materials and nanotechnology. Biotechnology will revolutionize our thinking about
living organisms. New devices are being developed with unforeseen capabilities. Not only are these
technologies having an impact on our lives, but also they are closely linked, making the technology
revolution highly multidisciplinary and accelerating progress in every area.

The groundbreaking effects of biotechnology may be the most startling. Collective breakthroughs
should improve both the quality and length of human life. Engineering of the environment will be
unprecedented in its degree of intervention and control. Fundamental changes in what and how we
manufacture will produce exceptionally personal customization.

These revolutionary effects are not proceeding without issue. Various ethical, economic, legal,
environmental, safety and other social concerns and decisions will have to be addressed. The most
significant issues may be privacy, economic disparity, cultural threats and bioethics. In particular,
issues such as eugenics, human cloning and genetic modification invoke strong social reactions.

E-commerce, doing business on the Internet, is growing at such a rapid rate that it is changing the
public's buying and shopping habits at a phenomenal pace. In the year 2005, Americans spent more
than $172 billion online, a figure that is expected to nearly double by 2010. New computer tools are
making it easier to shop around, buy things quickly and often for less money. This phenomenon
eliminates the need to drive to a store, hunt for a parking spot and stand in line. Products are
shipped to your doorstep. It's easy and efficient, as you let your fingers do the shopping.

Even those who don't necessarily buy online will look there, perhaps tracking down models and
prices and looking at pictures, before going to the store to examine display models and make their
purchases. The growing success of e-commerce will change the nature of shopping centers and
malls as we know them now. It will affect millions of workers.

The wireless communications industry, with advancements in miniaturization, long-life batteries, and
high-speed networks not only keeps us connected but entertained. There seems to be no end to
the number of gadgets affecting how we relate to one another and amuse ourselves. With ultra-light
laptops and remote services, you can set up your own workspace, or play space, anywhere.

The great digital divide will eventually disappear. It will be noticeable among our own diverse
subgroups because computer technology is so pervasive in our nation and computer hardware and
software are becoming less expensive. Changes will be dramatic in third world nations that currently
lack knowledge, skills and resources. While they have been unable to keep up with advanced
countries that invested so heavily into developing technology, these countries will be able to take
advantage of the newly developed and less expensive technologies.

Technology's promise will have widespread effects across the globe. Yet, the technology revolution
will not be uniform and will play out differently on the global stage dependi1g on acceptance,
investment, and a variety of other decisions and factors.

Change is a part of life. It's inevitable. Sometimes we are aware and prepared for change and at
other times change seems to be thrust upon us and we are swept up in a new way of life.
Advancements in digital technology in the past few years, for example, are having a pronounced
impact on our daily lives. The use and existence of some things that we took for granted and
assumed would continue to be a part of daily experiences are now threatened. Some have already
been eliminated while others seem to be dying a slow death.

For example, here are some once common activities that most people are no longer doing or at least
to such a substantial degree less that they might be considered a victim of technology.

* Trips to the travel agents are becoming a thing of the past as more people opt to book online, while using public
telephone booths or pay phones is also close to extinction. * Telephoning a theater to check the times of films is a
task we are least likely to do, once again because of the convenience of online websites. * Printing photographs is
not so popular these days, with people choosing to store images on websites or laptops and share them online. *
Paying bills through the local post office or going to the bank to do business is too slow and inefficient when it can be
done through the Internet. * Checking date and time on a wrist watch, which becoming simply jewelry, as younger
generations rely on their mobile phones for information.

Some other things, among a host of changes, that people don't do any more or are declining in use
include:

- Record things using VHS
- Dial directory enquiries
- Carry portable CD players
- Write handwritten letters
- Buy cameras, especially disposable ones
- Purchase a hardcopy of an address book
- Check a paper map before or during car trip
- Reverse telephone charges
- Buy magazines with TV listings
- Own a set of encyclopedias
- Read a hard copy of the Yellow Pages
- Look up something in hard copy of a dictionary
- Remember phone numbers
- Use pagers
- Fax things
- Buy CD's/ Add to a CD collection
- Pay by check
- Watch TV programs at the time they are shown
- Warm hot drinks on a stove
- Advertise in local newspapers
- Hand-write essays I school work
- Buy newspapers
- Keep printed bills or bank statements

The use of digital technology has replaced or is replacing many of our traditional ways of life at a
rapid pace. This trend has and will continue to have a pronounced effect on the workplace and how
workers interact with one another.

Globalization

The current economic buzzword of the times: Globalization. The development of new technologies
has resulted in increased integration and globalization of work, so that national solutions become
increasingly dependent on international conditions.

In his book, The Medium is the Message (1967) Marshall McLuhan visualized the power of technology
and its coming of age. He sensed that it would change how people interact with one another and
there would be a "global village." He wrote,

Ours is a brand-new world of all-at-once. 'Time' bas ceased; 'space' bas vanished We now live in
a global village…a simultaneous happening Electric circuitry profoundly involves men with one
another Information pours upon us, instantaneously and continuously. As soon as information is
acquired, it is very rapidly replaced by still newer information

Globalization will be more expansive than before, affecting a growing number of industries and
segments of the workforce. The new era will be marked by a growing trade in goods and services,
an expanding transfer of knowledge, more exchanges of money and capital, and more mobile
populations. This will happen because of increased communication and information transmission
systems that are becoming less expensive and more rapid. Some jobs will be lost and new ones
created as part of the short-term and long-term consequences of this development.

Outsourcing, another economic buzzword, is escalating. There are remote call and distribution
centers all over the world that wouldn't exist without technology and low-cost telecommunications.
Clearly, globalization is due in large part to technology, especially when information can be sent
around the world in a nanosecond. A team of programmers or technicians on one continent can
provide support to anyone on another continent just as if they were right around the corner or the
next room.

Things are not always what they seem and our imaginations play a critical role in how we perceive
and respond to the world. Marshall McLuhan also noted the impact that public relations and
marketing can have on our nation's psyche. He said,

There is no harm in reminding ourselves from time to time that the "Prince of this World" is a great
P.R. man, a great salesman of new hardware and software, a great electrical engineer, and a great
master of the media It is his masterstroke to be not only environmental but also invisible, for the
environment is invincibly persuasive when ignored

We buy products and goods often times, never knowing the history behind them- who produced
them, where they came from, and how they arrived in our community. In some respect, we are not
even sure why we have to have them, except that a talking head or a romantic image on television
convinced us to try it. There are many hidden persuaders that are part of a person's mindset when
it comes to being a consumer and a producer.

New Forms of Work

There is a shift away from traditional forms and cultures of work, such as working Monday to Friday,
9 am to 5 pm. Instead, people are embracing new forms of work, such as telework, part-time work,
flexible schedules, self-employment, sub-contracting, and temporary employment. There is a good
chance that you will have multiple employers in your lifetime and, at times, think and behave as
though you are in business for yourself.

There will be more flexibility, but not necessarily fewer working hours. This might appeal to future
workers who seek to balance work and leisure choices or family obligations. It may also be more
appealing to people with disabilities and older persons who benefit from alternative arrangements.

Within this context, education and training become a continuous process that goes well beyond the
initial entry-level knowledge and skills that one brought into the labor market. Lifelong learning is
considered essential to being a contributing and productive citizen. After your last college exam is
over, you will likely face other training and tests as you advance through your profession. Reading,
studying and exploring ideas is a never-ending adventure.

New Forms of Business Organizations

A number of forces are moving organizations toward more decentralization and away from vertical,
integrated firms. In other words, the emphasis will be on more specialization and tasks that are
outsourced or sub-contracted. There will be more decentralized organizations within larger
companies and firms. Some sectors may be comprised of a few workers linked by electronic
networks in a broader workplace.

One of the most powerful consequences of the new technologies is their relentless flattening of
corporate hierarchies. But it's not just about removing layers of management; it's also about shifting
the relative power of managers and professionals. It is about changing the nature of the
conversations inside organizations. It is easier for people to communicate without going through a
hierarchy or bureaucratic office.

"Information is power" is an old truism but still true. The Internet, along with powerful personal
computers, has put information in the hands of just about everyone.

The net result of all this "flattening" and leveling is that many more companies are operating
collaboratively. Collaboration may be the most important form of work today. It stems from two
interrelated factors.

First, knowledge itself has exploded as a result of all these powerful tools. No one individual can
possibly master all the knowledge needed to produce many of the products of economic value. It
takes the knowledge of a 1umber of people working together. And, second, it is so much easier to
communicate across geographic, culture, and time boundaries of all kinds end share that knowledge.

It is more than simply being connected via the Internet. It's also about a whole new generation of
management tools and collaborative applications. They make it much easier and faster to share
knowledge and learn from others, even people we've never met and don't know.

Collaboration is also more than project teams working inside an organization. Companies like IBM and
Sun Microsystems are actively encouraging employees to blog, thereby connecting the company with
its customers and suppliers in new and unusual ways. And many project te3ms include not just
traditional employees but part-timers, contractors, suppliers, and even customers. Company
boundaries are far more porous than ever before; and again, it's largely because of technology.

New Faces in the Workplace

The workforce is aging, but the most dramatic change in the workforce over the past 30 years has
been the greater number of women workers in the U.S. labor force. Women have increased their
labor force participation rates dramatically and are expected to make up half of the workforce during
the 21st century. One economist noted, "Because women still shoulder the bulk of family
responsibilities, their incre3sed workforce presence is likely to make workplace flexibility a crucial
policy consideration in the 21st century."

In the future, the share of whites and males in the labor force will continue to fall while the share of
workers from diverse ethnic and racial backgrounds, especially Hispanics and Asians, will continue to
grow. The growth of these groups in the labor force will come from their general population increase
as well as from continued immigration.

The growing presence of immigrant workers in the workforce will have significant effects on future
workplaces. The fact that more than one-third of recent immigrants lack a high school diploma, nearly
twice the rate for current U.S. citizens, cannot be ignored. This educational deficit will accentuate
the need for continued training and retraining of incumbent workers. In addition, language issues are
also likely to arise in future workplaces since 50% of Hispanics and 57% of Asian/Pacific Islanders in
the United States have limited English language skills.

The future workforce will also differ in terms of its age distribution. As Baby Boomers age, the share
of prime-age workers in the workforce will begin to fall while the share of older workers and retirees
will rise. These shifts have serious consequences for Social Security and Medicare. Furthermore, as
the skills and educational attainment of entry-level workers are not significantly better than those of
older workers, retention of older workers will become more critical for continued economic growth.
This will require encouraging older workers to work past traditional retirement age and, in many
cases, to continue to adapt to new technologies.

New Kinds of Work

Employment in manufacturing jobs is declining worldwide. For those of us in the United States, it isn't
just that all our manufacturing jobs are going overseas. There isn't a one-to-one correlation between
jobs losses in the U.S. and new jobs in other countries. In fact, China is seeing a bigger decline in
manufacturing employment than has the United States. Why? Automation and subsequent productivity
gains are increasing. It takes nowhere near as many workers to make things as it once did.

The percent of the workforce now engaged in creative work has climbed dramatically, to over a third
of total employment in the United States. The primary source of economic value today comes from
creative work - from creating something new. Over half of the workforce today is doing knowledge
work, and most of those workers are part of what is called the creative industry. Those doing
knowledge work today wouldn't be nearly as productive and valuable without computing technology
and Internet access.

Work can be viewed in terms of the amount of structure evident in the processes and results. In
production work, the processes and results are highly structured. In creative (or research) work,
both the processes and results are loosely structured. When the results are moderately structured
and are generated by moderately structured processes, the work is called problem solving. All three
structures will continue to be aspects of the modern world of work and will affect the kinds of work
done in the workplace.

This typology is useful because it helps us sort out different work activities and provides guidelines
about how to manage those activities. For example, ongoing advances in quality management are
removing variations, or unpredictability, from production work. But you can't control creative work
that way. In fact, variability and unexpected results are exactly what you want from creative activity.

Actually there is actually structure, or discipline, in many creative activities. Some structure is
necessary to guide and focus creative work or you end up with total chaos. Still, creative work is
clearly a different kind of work than production work and it will be emphasized in the new economy.

The Workplace

Technologies allow individuals to locate anywhere and connect to virtual workplaces. Half of all jobs
in North America and Europe today could be performed away from a traditional office. Millions of
office workers are already working from home, and while some appreciate the flexibility of
home-based telework, others find that they are bound to their employers by an "electronic leash."

What is the flip side of the "anywhere, anytime" workplace? It's that work can also be "everywhere,
all the time!" People will have to manage their time better and set more limits on themselves. There is
nobody to tell employees that it's time to turn off the computer and go home, relax, and enjoy
yourself for a little bit. Even your vacations can be vulnerable to work intrusions if you aren't careful.

The bond between work and the traditional workplace will weaken, as a greater proportion of the
labor force will be working at home or in other locations removed from their employer's
headquarters. The nature of the employer-employee relationship is bound to be affected, as work
locations change.

In many cases, additional security monitoring of employees will take place, which could threaten
personal privacy. Employee monitoring will be a necessary intrusion because more people will have
access to sensitive information. Workplace security, including home offices, in the face of terrorism
and other security threats will likely receive more attention.

Robots, buildings made from recycled materials, more daylight, and "windows" that will let workers
see live views of famous locations around the world -- these are just a few forecasts about the
workplace of the future, according to a nationwide survey of engineers.

The new workplace feature most commonly named in the survey is teleconferencing, which translates
into smaller offices, reduced staffs, and a major increase in employees working at home. The
resultant decrease in commuting and business travel could contribute to a major reduction in the use
of automobile gas and oil. The new workplaces could actually promote a more responsible and
friendly world climate and environment.

It's interesting to note that while the engineers predict that monitors and live remote pictures will be
everywhere, few survey respondents mentioned the other side of the equation: the omnipresent
cameras at the workplace, in the home, in transportation systems and in most other public areas.

Perhaps not surprisingly, the engineer survey predicts that the long promised, but as yet unrealized
paperless office is on the "Nay. Datebooks, calendars, letters, memos and 3lmost anything else that
now comes on paper will be delivered and saved electronically. And, despite the environmental
benefits, it will be economics that spurs the transition.

Beyond the forces of change that we see directly in the workplace, there are the forces of the
economy at large that warrant our attention.

Checking the Economy

The stock market is one of the most talked about subjects on television a1d newspapers. Not
everyone is interested in knowing how the economy is functioning and some claim that such news is
only for those investing in the stock market or who have vested interests in a particular business.
Actually, there are economic indicators that many people follow because they are related to the
world of work. It is like taking the economy's temperature.

When you aren't feeling well, you might take your temperature to see if you have a fever. If you do,
there are some precautions and actions you should take to help yourself get well. In some cases,
people go to their doctors for annual check-ups and are delighted to learn that the tests show that,
indeed, they are doing well.

The American economy is like that. When it's not doing well, it can affect you in adverse ways. In
times of recession, it might even cost you your job. In times of good health, there might be raises or
bonuses coming your way. Just like talking with the doctor and looking at your charts, you can get a
reading on the health of our economy by studying certain economic indices.

There are economic cycles that affect the job market and perhaps whatever job you might hold.
These cycles tend to have a predictable long-term pattern in national income. Traditional business
cycles undergo four stages:

- Expansion (Recovery)
- Prosperity (Growth)
- Contraction (Slowing)
- Recession (Decline)

After a recessionary phase, the expansionary phase begins again. The phases of the business cycle
are characterized by changes in employment, industrial productivity, and interest rates. Some
economists believe that stock price trends precede business cycle stages. There are some jobs
that are closely tied to economic change and the various cycles, such as certain consumer goods
(i.e. cars), real estate and tourism.

Of course, we believe that we live in a society that has free enterprise, while, in fact, there are many
government laws and regulations that influence the law of supply and demand. Ideally, the
marketplace would be free of restraint and without government interference. But federal and state
legislators are constantly tinkering with laws that place guidelines on the economy. The government
wants to protect workers, investors and to help the economy grow. People don't always agree on
the best way to do that.

What follows is not intended to be a full discussion about the economy and the measures used as
benchmarks for its health. Rather, it is presented to help you check your own knowledge and make
you a better consumer of economic news.

The Gross National Product (GNP) is the total value of all final goods and services produced within a
nation in a particular year, plus income earned by its citizens. Basically, the GNP measures the value
of goods and services that the country's citizens produce in a particular year, regardless of their
physical location. GNP is one measure of the economic condition of a country, under the assumption
that a higher GNP leads to a higher quality of living.

There are three major U. S. stock exchanges where traders do business. Federal laws govern these
places and there are strict rules and regulations for trading. These exchanges are also regarded as
major indices of the stock market in general.

The New York Stock Exchange (NYSE) is the oldest and largest stock exchange in the U.S. It is
located on Wall Street in New York City. The NYSE, also called The Big Board, is responsible for
setting policy, supervising member activities, listing securities, overseeing the transfer of member
seats, and evaluating applicants. It traces its origins back to 1792, when a group of brokers met
under a tree at the tip of Manhattan and signed an agreement to trade securities.

Unlike some of the newer exchanges, the NYSE still uses a large trading floor in order to conduct its
transactions. It is here that the representatives of buyers and sellers, professionals known as
brokers, meet and shout out prices at one another in order to strike a deal. This is called the open
outcry system and it usually produces fair market pricing.

The NYSE has been under heavy competitive pressure from the Nasdaq Stock Market Inc. and other
electronic trading platforms in the past decade. While the exchange prides itself on its floor
auctions, which help reduce price volatility, modern stock traders have been drawn to Nasdaq's
transaction speeds, where a penny price difference could mean thousands of dollars made or lost.

In order to facilitate the exchange of stocks, the NYSE employs individuals called specialists who are
assigned to manage the buying and selling of specific stocks and to buy those stocks when no one
else will. Of the exchanges, the NYSE has the most stringent set of requirements in place for the
companies whose stocks it lists, and even meeting these requirements is not a guarantee that the
NYSE will list the company.

Recently, NYSE members voted to agree to a merger with electronic trading firm Archipelago, turning
it into a publicly-traded company after 200 years as a private partnership venture. The NYSE will now
get tradable shares that can be used to buy rivals, new technology provided by electronic trader
Archipelago, and the ability to trade in new products such as options.

The main question will now be the future of the NYSE's dealing room, where traders stand and strike
deals. Many of the other open-outcry trading pits have already changed to electronic systems, and
the feeling among analysts is that the NYSE will eventually follow suit.

The Nasdaq is a computerized system established to facilitate trading by providing brokers and
dealers with current bid and asking price quotes on over-the-counter stocks and some listed stocks.
Unlike the Amex and the NYSE, the Nasdaq (once an acronym for the National Association of
Securities Dealers Automated Quotation system) does not have a physical trading floor that brings
together buyers and sellers. Instead, all trading on the exchange is done over a network of
computers and telephones. Also, the Nasdaq does not employ market specialists to buy unfilled
orders as the NYSE does.

This exchange began when brokers started informally trading via telephone. The network was later
formalized and linked by computer in the early 1970s. Orders for stock are sent out electronically on
the Nasdaq, where market makers list their buy and sell prices. Once a price is agreed upon, the
transaction is executed electronically.

The American Stock Exchange (AMEX) is the second-largest stock exchange in the U.S., after the
New York Stock Exchange (NYSE). In general, the listing rules are a little more lenient than those of
the NYSE, thus the AMEX has a larger representation of stocks and bonds issued by smaller
companies. The AMEX started as an alternative to the NYSE. It originated when brokers began
meeting on the curb outside the NYSE to trade stocks that failed to meet the Big Board's stringent
listing requirements, but the AMEX now has its own trading floor. In 1998, the parent company of the
Nasdaq purchased the AMEX and combined their markets, although the two continue to operate
separately.

Other Stock Market Indices

If you open the financial pages of many newspapers, you will find a number of major market indices
listed. Each of the indices tracks the performance of a specific "'basket" of stocks considered to
represent a particular market or sector of the U.S. stock market or the economy. The following are
general descriptions of so11e additional market indices.

The Dow Jones Industrial Average (DJIA) is a market indicator and a method of measuring the stock
market's performance. Often called The Dow, it was created over 100 years ago and tracks the
performance of well-established companies, called blue chip stocks. There are actually over 12,000
public US companies, but the Dow measures only the 30 stocks that are considered most
representative to reflect the nature of the market. The Dow is one the most frequently used indices.

Standard & Poor's 500 is a group of 500 stocks that are considered to be widely held. The S & P
500 index is weighted by market value, and its performance is thought to be representative of the
stock market as a whole. The S & P 500 index was created in 1957, and it provides a broad
snapshot of the overall U.S. equity market. The index selects its companies based upon their market
size, liquidity and sector. Most of the companies in the index are solid mid cap or large cap
corporations. Most experts consider the S & P 500 one of the best bench11arks available to judge
overall U.S. market performance.

Nasdaq Composite Index is a market value weighted index of all common stocks listed on the Nasdaq
exchange, where stocks are traded. The Nasdaq Composite dates back to 1971, when the
exchange was first formalized. The index is used mainly to track technology stocks, and thus it is not
a good indicator of the market as a whole. Unlike the Dow Jones Industrial Average (DJIA), the
Nasdaq Composite is market value-weighted, so it takes into account the total market capitalization
of the companies it tracks and not just their share prices.

Russell 2000 is an index that measures the performance of the smallest 2,000 companies in the
Russell 3000 Index of the 3,000 largest U.S. companies in terms of market capitalization.

Wilshire 5000 Equity Index is a market value weighted index that includes all NYSE and AMEX stocks
as well as the most active over-the-counter stocks.

There are some indices that are used like barometers to indicate overall trends in the marketplace.
There are some special ones not cited here that show unemployment rates, interest rates,
consumer spending, cost-of-living index, and housing starts. These are announced and published
periodically by the federal government.

The Bulls and the Bears. You may have heard of bear and bull markets. These are terms used to
describe the state of the economy, as suggested by the stock markets.

A bear market is a prolonged period in which investment prices fall, accompanied by widespread
pessimism. If the period of falling stock prices is short and immediately follows a period of rising
stock prices, it is instead called a correction.
Bear markets usually occur when the economy is in a recession and unemployment is high, or when
inflation is rising quickly. The most famous bear market in U.S. history was the Great Depression of
the 1930s. The term "bear" has been used in a financial context since at least the early 18th
century.

While its origins are unclear, the term may have originated from traders who sold bearskins with the
expectations that prices would fall in the future. Of course, a bear market is the opposite of a bull
market.

A bull market is a prolonged period in which investment prices rise faster than their historical
average. Bull markets can happen as a result of an economic recovery, an economic boom or
investor psychology. The longest and most famous bull market is the one that began in the early
1990s in which the U.S. equity markets grew at their fastest pace ever.

Unfortunately, as in most escalating cycles, this famous bull market driven by technology stocks
collapsed and there was a sudden and dramatic drop in economic activity. It was a time when many
people who were invested in equities lost heavily. As one Baby Boomer said dra11atically, "I was
riding high and looking forward to an early retirement. Now, it looks like I'm going to have to work
forever to make up for those loses."

One of the biggest decisions that you are likely to make as a professional will be how you choose to
finance your retirement. We know that Social Security, whatever form it may take, will not be enough.
Many companies, therefore, offer 401 and 403 retirement plans to their employees, where a
proportion of an employee's salary is invested in stocks and bonds - either in the stock market or in
company shares. The funds cannot be accessed without penalty until retirement.

The self-employed typically make their own arrangements, perhaps with the help of financial advisor,
to invest their savings in the stock market. Their portfolios, depending upon their risk tolerance,
most likely will reflect the total market.

Recession is a normal (albeit unpleasant) part of the business cycle; however, one-time crisis events
can often trigger the onset of a recession. A recession generally lasts from six to 18 months.
Interest rates usually fall during these months to stimulate the economy by offering cheaper rates at
which to borrow money.

However, a severe ongoing global economic problem began in December 2007 and took a
particularly sharp downward the following year. This recession, often referred to as the Great
Recession, affected the entire world economy and lasted several years. A 2011 poll reported that
more than half of all Americans thought that the U.S. was still in recession or even a depression,
despite official data that s1owed a historically modest recovery.

This recession brought a great deal of attention to the risky investment strategies used by many
large financial institutions, 3long with the truly global nature of the financial system. As a result of
such a wide-spread global recession, the economies of all the world's developed and developing
nations suffered extreme set-backs and numerous government policies were implemented to correct
and to help prevent a similar future financial crisis.

Although the stock market has a history of ups and downs, with some company stocks crashing to
oblivion, it has always grown over the years, weathering all kinds of bear and bull markets. Investing
early is less risky than waiting till near retirement and hoping for big gains. According to various
studies, the American public is currently in a spending and going into debt mode rather than in a
savings one. This, too, has implications for the health of the national economy.

Creating a Balanced Lifestyle

The forces of change bring opportunities and challenges to our lives. As we try to understand, keep
up with, and manage the issues of our careers and the economy, it is easy to lose perspective in
terms of everything else we want our lives to be about. It becomes a problem of balance.

New Anxieties in the Workforce

With change will come anxiety and the problems of coping with and managing stress. Ambiguity and
uncertainty will be counted among the most pressing personal issues that the new workforce will
encounter.

As a new worker, you will have to learn how to improvise and be prepared to wing it on occasion.
You will have to be a problem-solver since you will probably have less direct task or project
supervision and less feedback until a project is finished.

A college degree alone will not be enough to make you competitive for long in a fast changing world.
You must be willing to learn new skills and these, very often, will not be part of the advertised job or
job description. As jobs evolve, you will also evolve as a worker and a person. As the economy
suffers ups and downs, you too may experience some personal ups and downs that go with the
uncertainty of changing times. There won't be many stress free jobs in the workplace.

The Workaholic

There are people who seem irresistibly drawn to the siren song of career demands, beckoning them
to pour into it all they've got. Deadlines, problems, and projects -these elements create the "perfect
solution" for people whose approach to dealing with personal life issues is through denial and
avoidance. They become workaholics.

For many people, the term workaholic used to be an implied compliment; now it is acknowledged that
this addiction can wreak havoc on marriages, families, and personal health.

A workaholic is someone who is addicted to his or her job. Workaholics get caught up in the illusion,
and the associated destructive behaviors caused from that illusion, that a person can effectively
address challenges in life by working harder at work.

The addiction seems to follow a typical cycle. Discomforts in life and work cause the person to seek
relief. The primary form of relief that the workaholic has access to and most believes in is to feel
good by accomplishing something as part of his or her job at work. So the workaholic attempts to
get more done at work. However, as the workaholic spends more time trying to accomplish things at
work, his or her personal life begins to suffer from lack of attention. As one's personal life suffers, it
causes more discomfort. So the workaholic works even harder at work, causing even more personal
life problems. The compulsive work syndrome is a vicious cycle that can go on and on, as the
workaholic unconsciously attempts to solve or avoid life's problems by working longer and harder.

One study found that, on the average, workaholic husbands spent 9.5 more hours per week at their
jobs than husbands who were not workaholics. The study also found significant differences in current
marital status. Only 45% of workaholics were still married, while 84% of the marriages involving a
non-workaholic husband had endured.

Although it may seem to be a recent phenomenon brought about by the relentless pace of modern
civilization, in reality workaholics have always existed. In Roman times Pliny the Elder, the famous
writer and statesman, started his working day at midnight and had books read to him at mealtimes so
that he didn't have to stop working.

In modern times, free access to the continuously open Internet can bind people more closely to their
work. They can access it at home after normal working hours and on the weekends when many
people take a break from their work.

The person's boss or supervisor may, at some point, view a workaholic's hard work as dedication
and, hence, reward the hard work. This may be in the form of praise or some kind of compensation.
Yet, people with work addiction are not the same as "hard workers." Ultimately, the addiction hurts
performance.

There is nothing wrong with enjoying your work, going the extra mile to meet a deadline or finish a
project and feeling satisfied with your achievements. There are occasions when typical timelines
must be put aside in order to finish a project on time.

Workaholics, in contrast, are out of control, although they wouldn't be likely to see it that way. They
think about work constantly and feel panicky or depressed when they are away from their work.
They resist taking breaks or rewarding themselves with vacations. If they must take vacations,
they're likely to think and talk about work while trying to relax during a leisurely get away. Taking
time off makes a workaholic feel uneasy, jittery, and nervous. It's hard to sit still and "waste time."

Workaholics push and push, and as they approach their goals, there needs to be another one to
work towards. Workaholics are not able to pause and enjoy their accomplishments.

People tend to laugh it off if called a workaholic. It is, after all, the American way. Bosses love
employees who always come to work early and leave late, especially employees who never say no
when they are asked to do something extra. Even when workaholics are their own bosses, their
dedication to their work, career and success is the primary focus of their lives.

If you are a workaholic, you like the idea that your boss depends on you. It can help you to feel
needed and important. You feel special and you want to excel. But, it's more than that. Working
weekends, refusing to take time off for illness, saving up your vacation days to use when you finally
get everything under control at work, are more than warning signs of needing to please or
overwork. They are characteristics of a workaholic.

This obsession with work often goes beyond one's avoidance of personal issues. It can also be
related to perfectionism and the need for control. There is the belief that no one else really can do
the job as well. When a compliment is paid to them, it is modestly shrugged off. "Just doing my job."
In addition, there may be fear behind workaholics' constant attention to work. The fear is that
someone is likely to find out that they are not as important or as great of a contributor or as
valuable as they appear.

Ultimately, anxiety and stress drive workaholics to work excessively. The compulsion to work and to
be always doing something produces a flood of brain chemicals that makes a workaholic feel high, as
if intoxicated. In reality this intoxication is a result of a constant anxiety triggered by the person's
secret fears. It's a vicious cycle and the workaholic is caught in the middle of it.

Even those who are not full-blown workaholics can find themselves caught up in a pattern of stress
and overwork that keeps their lives out of balance. In one survey of professional workers, it was
found that:

- 34% of respondents said their jobs were so pressing that they had no downtime at work.
- 32% said they eat lunch at their desks.
- 32% don't leave the building during the workday.
- 14% felt management promotes only people who usually work late.

Making a Plan for a Balance Lifestyle

Futurists throughout the last century foretold a coming age of leisure, when automation and
computer technology would take the strain off working. This would liberate us to have rich,
rewarding and balanced lives. It's a beautiful concept, but it has failed to materialize.

Instead, most workers believe they are working harder and longer, and they are not happy about it.
As someone once said, there are few of us who would choose our last words to be, "I wish I'd spent
more time at the office!"

Balancing work and home life is a growing concern for both employers and workers. Improving that
balance helps with employee recruitment and retention. It helps match people who might not
otherwise work with certain jobs, and it can benefit families and communities.

Time is everything. Each of us has only so much time to spend during a day, a week, and a lifetime.
We have time to work and we have time for leisure. As discussed earlier, workaholics never seem to
have enough time to balance work and life, and they eventually pay a price for it in terms of strained
relationships and mental and physical health issues.

The idea is to have a balanced life style, one in which people work hard and then have time for
themselves, their families, friends, hobbies, and the things that they like to do. But, how do you
accomplish such a feat?

Take a moment to assess your core values and reflect on your accomplishments and strengths.
Make a list of things that you like to do. Consider what you would do if you didn't have to work for a
living.

Now you are ready to formulate a plan. Here are a dozen "just do it" tips to help you balance your
life.

- Manage your time. Delegate whenever you can and practice saying no when a proposed work
project or social event will not advance your career or fit in with your core values. Prioritize
both your work assignments and leisure activities.
- Grouping tasks or doing a few things at the same time accomplishes many trivial duties at
once. However, multi-tasking must be managed carefully. There are times when you need to
clearly identify the completion of a particular task and times when you must give your undivided
attention to a conversation with a friend, colleague or your partner. Maximize your abilities to
manage time and to separate and concentrate on tasks and your life will become more
balanced.
- Look for healthy options. Research the availability of workplace options such as flextime,
telecommuting, compressed workweeks, vacation purchase plans, etc. Many companies are
beginning to recognize the importance of the health and well-being of their number one
resource-- their people-- and they're looking at ways to help them achieve work-life balance.
- Make time for yourself. Take a break when you need one. Make time to do things you enjoy,
whether it is watching a movie, playing a game, reading a book or jogging. Participate in a
charity or cause that you believe in. Plan a short vacation when you feel you need to refresh
yourself. Just the act of researching and thinking about it can help you feel recharged and
offset the stressors of your life. You have to take responsibility for creating opportunities for
relaxation and pleasure. If you've been working hard, then you deserve it.
- Find a hobby. Working more doesn't count. Try your hand at painting, writing or photography.
Learn to build something. You may be surprised at how relaxing a hobby can be. Take a risk and
learn to do something new that might be fun.
- Develop your support system. Have a "go-to" person in your life, a best friend that you can
talk to who won't judge or criticize. Find a mentor to help with career development strategies
and guide you on office politics. Talk and listen to your partner and family. Celebrate your
successes with them and you may find your life is more balanced than you thought.
- Make contact with people you care about. Connecting with people you care about is
important in a balanced life. Call, send e-mails or visit your friends. Send cards, clippings or
photos or write letters, if that's something you find relaxing. The continuity of past, present and
future that comes from maintaining relationships will help you feel grounded and balanced.
- Plan a date. Schedule dates with your spouse or significant other. Waiting until 7 p.m. on
Friday night to suggest going out for a movie doesn't count. Call from work early in the week to
plan all evening dinner out together and the anticipation can add a spark to your relationship. It
will also benefit your sex life, which can be another stress-reliever. Also, a little romance can be
an excellent way to help you put work into perspective.
- Meet people. It's important to socialize, especially if you're single. Becoming a hermit because
you spend too much time working and have no energy for other pursuits is not beneficial. Your
employer expects you to be vibrant, enthusiast c and healthy. Your friends want you to be
willing to join them for a little time, a ball game or a party. If you beg off too many times due to
work pressures and lack of time, people will stop calling. To keep your work and personal life
balanced, you need to meet new people and exercise your wit, wisdom and social skills.
- Make plans. Avoid working late or taking assignments home out of habit. Do it only when you
have an urgent project deadline. At the same time, it's usually not a wise career move to be a
clock-watcher and an "out at 5" kind of person. It is a good idea to make plans after work a
couple of days each week. It will get you out the door, or out of your home office at a
reasonable hour and refocus your attention. Whether you plan to go out for a drink with your
colleagues, work out at the gym or volunteer in the community, making plans allows you to shift
emotional and mental gears.
- Listen to your body. If you feel ill or tired, do something about it. You're not doing anyone a
favor by showing up at work with a hacking cough. If you feel exhausted or are suffering from
insomnia, it's worth remembering that stress can manifest itself in physical symptoms and you
may need to make some changes.
- Eat well. If you find that you've developed a habit of drinking or eating too much, commit to
cutting back a little. It's not always necessary to make major lifestyle changes; even minor
adjustments can improve your health and well-being. Most experts believe that healthy eating
patterns can reflect a balance lifestyle.
- Exercise. Go to the gym or get involved in a sport. Spend time outdoors -- it's a good balance
to life in the city on in the home office. Take a walk in a city park, take a drive in the country or
plan a relaxing weekend getaway. Breathe deeply and, for a few minutes, let go of all your
worries. Exercising and re-energizing yourself will help you feel better.
- Just a few small changes may be enough to help you feel more in control of your life, more
relaxed and more fulfilled. Of course, you need to reflect on the things that you want out of life.
As Henry David Thoreau once said, "The price of anything is the amount of life you exchange for
it.''

Finding Job Satisfaction

The old adage "You get what you pay for" tends to be true when it comes to work. For example, if
you believe that you are not being compensated fairly, you will be unhappy and ultimately consider
finding work elsewhere. Although important, especially at first, salary is not the only factor that
determines job satisfaction. If you're well compensated financially, but you deeply feel as if
something is missing or not right for you, then you may find yourself looking elsewhere for a better
match.

Job satisfaction affects not only your life, but it shows in the quality of your work. It's a topic that
has be studied for decades, as employers realize that when employees are satisfied there is less
friction in the workplace and less turnover. Production is greater and the company's reputation is
enhanced. It is simply good business to keep workers satisfied with their jobs.

Major Factors in Job Satisfaction

In job satisfaction studies, employees are usually asked questions like these: Think of a time when
you felt especially good or happy about your job. Why did you feel that way? And, think of a time
when you felt especially unhappy about your job. Why did you feel that way? The questions may
vary, but two major job satisfaction themes emerge from the responses: feeling motivated and liking
the working conditions.

Motivation. This is the driving force behind all actions that are related to fulfillment of needs,
interests, and desires. On the biological level, basic human needs of food, shelter and survival are
powerful motivators. On the psychological level, people need to be understood, affirmed, validated
and appreciated. On the business level, motivation occurs when people perceive a clear business
reason for pursuing certain practices. The sources of motivation can be elusive, but they are the
driving forces that push people toward a goal.

Frederick Herzberg, an early leader in the field of workplace psychology, identified several major job
motivators, including:

- Responsibility
- Recognition
- Advancement
- Achievement
- Growth
- Job Challenge

In general, motivators are directly related to individuals' needs for finding meaning in life and
Experiencing personal growth. People want to feel needed and believe that they are making a
contribution that is appreciated by others. Without personal growth that is centered in one's
identity, a job can become stagnant and burdensome. Production dwindles as people just go through
the motions.

There are numerous examples of people who have left high paying jobs for lower paying jobs in
order to feel more personal satisfaction, to experience less stress, and to enjoy life more. They feel
driven to find something that matches their needs and interests better at a particular point in life.

Based on surveys, it is conjectured that roughly 90% of the 20 million small business owners in the
U.S. say they are motivated more by lifestyle reasons than financial rewards. Some experts relate
mid-life crises or career burnout to people's needs to find more meaning and purpose in their lives.

Generally, employees feel more motivated to do their jobs well if they have some ownership of their
work. This requires giving them enough freedom and power to carry out their tasks so that they feel
they "own" the result. As individuals mature in their jobs, opportunities for added responsibility and
new challenges could help make a job more interesting. This is not the same as being given more
work to do.

Most individuals sincerely want to do a good job. Setting clear, achievable goals and standards for
each position, and making sure employees know what those goals and standards are can make a
positive difference in how business or an organization functions. People also benefit from regular,
timely feedback on how they are doing.

Individuals at all levels of an organization want to be recognized for their achievements on the job.
Their successes don't have to be monumental before they deserve recognition, but the praise
should be sincere. When employees are doing something well, the best managers will take time
immediately to acknowledge good work. They will publicly thank them for handling a situation
particularly well or write them a kind note of praise. Of course, they would like a salary bonus, if
appropriate.

When visiting places of business you will frequently find plaques on the wall or designated parking
places in the parking lot for "employee of the month." It is part of a formal recognition program and,
although it may seem minimal, it has been proven to be effective in motivating employees and
keeping them satisfied.

Working conditions. These include salary, interpersonal relations, company policies, supervision, and
work site conditions. While not as strong as motivational factors, they are important. They can
minimize dissatisfaction if handled appropriately. If they are absent or mishandled, then they can be a
source of dissatisfaction.

Part of the satisfaction of being employed for most people is the social contact it brings. There are
people who have won a state lottery and received large sums of money, yet they continued to work.
They still want to be a part of team or the group at work. They still want to contribute in some form
of work.

The environment in which people work has a tremendous effect on their level of pride for themselves
and for the work they are doing. Smart employers and managers do everything they can to keep
equipment and facilities up to date. Even a nice chair can make a world of difference to an individual's
perspective.

Employers are also learning to avoid over crowding in an office building and allowing each employee
some personal space, whether it is a desk, a locker, or just a drawer. If employees are placed in
close quarters with little or no personal space, tension among workers is almost inevitable.

Effective employers, managers, and supervisors know that working conditions must be addressed
because they create opportunities for people to feel motivated. They also know that motivators,
such as recognition and achievement, make workers more productive, creative and committed.

Your Own Approach to Work

People tend to approach their work from three perspectives. They view work as a job, a career or a
calling. All three perspectives can be present whether you work for an organization or are
self-employed, but one is usually a priority.

- Job. If you approach work as a job, you focus primarily on the financial rewards. In fact, the
nature of the work may hold little interest for you. What's important is the wage. If a job with
more pay comes your way, you'll likely move on. From this perspective, your pay is generally
seen as a means to an end. For some, that's getting the bills paid while in college. For others, it
may be to finance a certain lifestyle.
- Career. If you approach work as a career, you're interested in adva1cement. You want to
climb the corporate or organizational ladder as far as possible or at least to a position where
you feel fulfilled and comfortable. You're often motivated by the status, prestige or power that
come with the job.
- Calling. If you approach work as a calling, you focus on the work itself. You work not for
financial gain or career advancement, but instead for the fulfillment the work brings you. It
seems like something you were meant to do and that you are good at doing. Some people say
they have a passion for their work. In either case, the job and the career form an ideal match
for you.

Lack of Job Satisfaction

Lack of job satisfaction is 3 major source of stress and unhappiness. Some of the reasons you may
not be completely satisfied with your job include:

- Conflict between co-workers
- Conflict with your supervisor
- Not having the necessary equipment or resources to be successful
- Not being paid well for what you do
- Lack of opportunities for promotion
- Not having a say in decisions that affect you
- Fear of losing your job because of downsizing

But sometimes it's the nature of the work itself. For example, your job may bore you. Take some
time to think about what factors motivate you and help you feel comfortable in your workplace. Go to
Figure 12.1 (external link 01) and check your job satisfiers.

Facing Transitions

You've probably dreamed about an ideal job in which you're motivated, inspired, respected and well
paid. But in reality, you could end up settling for something that falls a bit short of the ideal. Or,
maybe you get your dream job and for a time you love it. But later you find it harder and harder to
get through the day. You may even consider changing jobs or your career path. It has be said that
the road to positive change starts when our discontent grows strong enough that it outweighs the
scariness of doing something about it.

Changing Jobs and Starting Over

No job is guaranteed to be secure. There are many circumstances that can happen that could lead
you to leave a job. Changing jobs is an experience that almost everyone will have in their career.

You could change jobs as a matter of choice. Another position may be more promising and desirable.
Customarily, you give your employer the courtesy of advanced notice (two weeks is standard) in
submitting your resignation. This is a time to be diplomatic and as kind as possible. Your manager
may try to talk you into staying and present a counteroffer.

Unfortunately, in some companies the only way to advance is through the "counteroffer game," which
is a way of testing your value on the open market. You may not want to leave but you look for a job
and an offer in order to use it as a bargaining tool with your current employer. Sometimes this works
and you get a raise or better working conditions. This can be a risky game, however, if you are
content and really don't want to relocate. You have to consider the consequences if there is no
counteroffer.

There may be circumstances when you are forced to change jobs. You cannot control layoffs or
downsizing, no matter how effective and efficient a worker you might be. Through some misfortune
you could be fired without much warning. Depending on the size of your company and its assets, you
may be offered severance pay or a temporary pay period after you leave.

It is to your advantage to always behave in a professional manner. Leave on the best terms
possible. You might be feeling angry, hurt, or confused, but avoid taking it out on people at your
company and those around you. If you handle your situation with control and tactful honesty and
keep your poise, you will be taking some important steps toward future job searches. In some
cases, as conditions improve, your employer may want to hire you back again. Keep you options
open.

Stages of Transitions in Life and Career

Transitions are part of life in many ways. Some people see transitions as ending something, being in
a neutral zone, and then starting something new. Thanks to Elisabeth Kubler-Ross, in her pioneering
work about death, we have learned that there are some recognizable stages of transition that
people experience during major life transitions, including ones related to career.

Let's see how these might be applied to changing jobs and starting over. After all, leaving a job and
colleagues is often like the "death of a relationship."

Disintegration. There are usually some clues that indicate an impending change. This may be
experienced as being tired of old and familiar ideas, associations or job tasks. Sources of meaning
begin to fall apart and there is restlessness, as a sense of what was once there will be no more.
Getting ready to leave a job is stressful because some part of your life is coming to an end, even if
relief is promised in the future.

If you enjoy your job but the company is under duress and about to go under, signs of the
company's disintegration are often neglected. There is a state of denial that things are not going
well. If obvious signs appear that foreshadow a downturn in the economy, your job could be
threatened. The cues may be dismissed in your mind or you might think, "Oh well, things will be better
tomorrow."

If you are confronted with the reality that your job is being phased out, you may respond with
disbelief, perhaps confusion, since you didn't recognize or choose to believe the information that
was coming your way. On the other hand, if the company is in good standing and you're the one who
is experiencing disintegration, you can still miss some of the cues. This is the stage that is set which
can lead to lack of production and perhaps being fired.

Shock. A period of shock is a typical reaction to disintegration. The degree of shock is determined
by how prepared you are for the change. It is less severe when the change is expected or when
you are in control. For instance, leaving a job is less of shock if you had some forewarning and an
opportunity to begin looking for other options. It is less of a shock if you were the one who initiated
the change, although you might still say, "It took some courage and I'm kind of shocked that I did it,
but I've resigned and I'm moving on."

Anger and Guilt. After the shock has started to wear off, there can be a period of anger and/or
guilt. If your job is terminated involuntarily the anger can be more intense. Being fired or forced out
of a job triggers angry reactions that are natural. How you express the anger is determined by your
psychological health and ability to cope with the situation. Leaving has to be done in socially
appropriate ways, such as corralling your hostility and ranting and railing with a friend rather than
taking it out on family members. Directing your anger toward them will not change the situation.

Some people will feel guilty if they brought about the change. They might think that they are letting
colleagues down or leaving work or a goal unfinished. They may fear that an employer will view them
as ungrateful, unappreciative or uncaring. Or, they might worry that an unfavorable recommendation
will follow them and that they should have done more.

Sadness and Emptiness. As anger dissipates, sadness and sometimes a feeling of emptiness enter.
These feelings are also natural during an adjustment to loss. Again, the severity of the experience
depends a lot on how the change came about. If you lose a job that you really liked, then this can be
a very difficult stage. You might spend a lot of energy reflecting on the good times that were part of
your work - the colleagues, achievements, a challenging but fun atmosphere, a good salary or a
sense of belonging. "It was perfect, but now it's gone."

Retirees may experience this transitional stage more intensely, especially when their personal
identities were fused with their jobs and careers. Younger workers feel sad about a lost
opportunity. They may even feel sad that they are growing older and worry that future jobs may not
match up as well. The emptiness of not being associated with a company or organization, even
though temporarily, can intensify feelings of loss and sadness. There is something missing. Until it is
replaced with something of value, the sadness and emptiness of losing a job may linger.

Unfortunately, some people deal with such sadness and emptiness by turning to mood and mind
altering substances. They might drink more alcohol or abuse drugs. They might start overeating or
spending more time parked in front of the TV. People seek comfort in different ways, and they don't
have to be destructive. One man, who lost his job, turned to jogging, then to distance running during
the interim. Later when the job situation was better he continued running and trained for a marathon.
Exercising was a positive response to dealing with unpleasant feelings.

Acceptance. Eventually, there is a period marked by acceptance of what has happened. It is critical
to acknowledge that things are not going to be the same again, even though you are hopeful that
positive things will happen in the future. Acceptance brings healing if your ego has been bruised, and
it enables you to sense the present reality and move ahead. If you have lost your job, then this is a
time to view the previous job as one chapter in your life and accept it for what it was. You cannot go
back and rewrite it. Rather, you move on and take responsibility for writing the next chapter in your
life. If leaving was your choice, then you are probably eager to write that next chapter.

Reintegration. Out of acceptance comes reintegration. The past is acknowledged but set aside, as
new opportunities emerge and are realized. There is a growing sense of excitement, although some
anxiety can be a part of this stage because it is also marked by uncertainty. This is a stage of
creative risk taking, of gaining a new purpose in life, and finding a new direction that provides hope.
For example, after leaving college and finding a job, there is sense of relief and excitement. You
enjoy talking about the good times in college but you look forward to going to work.
Not everyone goes through the same transitional stages at the same pace or in the same way.
Starting over can be a challenge and it's likely that you may have to revisit job hunting and career
planning skills again, using the same processes and methods that helped you move through your last
transition.

Bouncing Back. When a hardship comes your way, you can call upon your personal resources and
supports to bounce back. Everybody makes mistakes and fails at times. Most of the successful
people that we admire can tell stories about times when they faced adversity and had to recover.
How do people do it?

Fortune Magazine interviewed hundreds of people who bounced back from hardship. They concluded
that there were at least three commonalities that successful rebounders tend to have in common.

First, rebounders recognize that they can't control everything that happens in life, but they can
control their response to what happens. It is a matter of having the right frame of mind or attitude.
They accept a situation for what it is and take responsibility for their response.

When Arthur Blank was a teenager, he was in a gang and witnessed one of his closest friends being
stabbed and another shot to death. Bernie Marcus was a poor Russian immigrant’s son who
struggled to make a living. Both Arthur and Bernie were fired from a home improvement chain that no
longer exists. They reacted by forming a partnership and founding Home Depot. They developed it
into a chain of hardware stores with revenues in the billions.

Second, rebounders are flexible and persistent and they learn to adapt. They can roll with the
punches when confronted with crises. One man grew up with an alcoholic father and his family
struggled. It took him nine years to get his college degree. Less than a month after he started his
first job the company went bankrupt. Later, he was hired to help turn around two other companies
that were floundering, but before he could complete his job, the companies were sold. He kept
bouncing back and now he is a highly successful executive with AT&T. He credits his ability to be
flexible and to focus on the tasks at hand as part of his climb to success.

Third, rebounders don't play the "blame game." They don't waste time faulting the actions of others.
Instead of blaming their situations on other people and accusing them of creating their problems,
they spend more time looking inside themselves to see where changes can be made. They take
responsibility.

They try to learn from their mistakes and often ask: "What could I have done differently?" "What do I
need to do to avoid something similar from happening again?" They accept hardships as part of life.
Setbacks are viewed as temporary and occasions that produce some valuable learning experiences.

Human Potential and Career Development

Educational systems have the unfortunate tendency to pigeonhole people into specific categories,
such as bright, average and low functioning, and they may link these to particular IQ or academic
aptitude score ranges. As a result, people can easily become locked into a specific and limited view
of themselves and their capabilities. However, there is plenty of evidence that at any age people can
move outside their present boundaries, develop new skills and take on new challenges.

How much genetics and heredity interact with the environment to produce individuals who are
identified as gifted is still an area for more study and even tentative hypotheses are given
cautiously.

I have no doubt whatever that most people live, whether physically, intellectually, or morally, in a very
restricted circle of their potential being we all have reservoirs of life to draw upon of which we do
not dream
- William James

The human brain seems able to cope with a vast amount of knowledge. Computers ushered in a
wealth of information, opening up new perspectives and potential to millions of people. This is
remarkable, considering that prior to the advent of computer technology, the vision of the future
was limited to only a few talented and highly trained scientists and scholars.

Knowledge is power and it is being discovered and created among the people of the world taster
than ever known before. The applications of new knowledge, with the help of technology, are being
disbursed around the world at a rapid pace, creating new potentialities.

It seems that anything is possible. If you can think of it, then there is a good chance that it can be
invented and built. It's possible but may not yet be in existence. In addition, there is a human
potential in everyone that for the most part goes unused and unfulfilled. It is this inherent capacity
that bas captured the imagination of the public, scientists, publicists and educators.

The Human Potential Movement

We know that we have potential, but we are unsure of bow to develop it. Advocates for the
movement to empower all human potential put forward thoughts such as,

Just as there are no limitations upon our minds and our thinking, there is also no end to what we can
Accomplish.

Potential comes in many forms and from many different sources, but the most powerful is that which
is innate.

Often, we have no idea what we are capable of until such circumstances arise that reach deep inside
us and pull out talents and abilities we never knew existed.

The movement for the empowerment of human potentiality has gone through several ups and downs
over the last few hundred years. In America, the movement was closely associated with the Baby
Boomers and Humanistic Psychology, which blossomed in the 1960s.

The message was clear: Humans are responsible for the realization of their dreams and that they
have it within themselves the capacity and power to achieve them. This philosophy and school of
thought was so popular that the 1970s became known as the "Me Decade." Much attention was
directed to helping individuals realize their potential, to discover the self, and to become
self-actualized.

Only in an affluent and educated society such as the United States could these kinds of thoughts be
proposed. It would have been a foreign concept to third world nations, whose people were trying to
put together the basics to survive. Their attention was focused at the most basic level of Maslow's
pyramid of needs. The notion of developing and achieving one's full potential is the luxury of those
whose basic needs have been met.

The language of the Human Potential Movement was picked up in schools, where educators talked
about helping children realize their potential. There were efforts to assess and confirm qualities and
aptitudes while emphasizing that we tend to underestimate what people can achieve.

"You can be anything that you want to be." Whether it was true or not, the slogan was passed on to
children with the intent of giving them confidence and encouraging their potential. Young girls were
often given this message in hope that it would counter the male domination in certain jobs and
careers. The Human Potential Movement took the idea of human potential and turned it into a
psychology of being.

Minority leaders grieved over the potential that was lost and going to waste in America's city
schools. Acts of discrimination and bias robbed young people of their potential and were a threat to
our nation's security. Efforts were made to expand opportunities for all and children in desegregated
schools were given more guidance in educational and career development.

Many minority workers were forced to take low-paying jobs and to survive on welfare and food
banks. This was lost potential. In addition, lost potential was found in other areas as well: low-income
single parents who qualified for college but were unable to go because of a lack of money, or aging
adults with years of experience being forced out of their jobs because they were considered too
old to work.

Social changes were needed to help people reach their potential and there were some legislative
efforts designed to help. These circumstances continue to exist, of course, and they result in lost
potential for the individuals and for the nation.

Business leaders talked about helping workers reach their potential and viewed this as an aspect of
improving job performance and, subsequently, productivity. It was similar to nurturing and coaching
an athlete with innate ability to reach peak performance. Companies were also concerned with
factors that were detrimental to a person reaching their potential and full productivity, such as
alcohol and substance abuse, poor health, and family problems.

Helping people reach their potential also became a goal of counselors and human relations
specialists, who introduced developmental guidance and counseling activities to help students and
adults learn more about themselves. There was an increased emphasis on career development and
employability skills. Workshops, seminars, weekend retreats and encounter groups were part of the
search for self and developing one's potential.

The awareness, initiatives and changes that resulted from the Human Potential Movement helped to
move our nation forward in a number of ways. As the concepts of the movement took hold, the
movement itself faded.

Yet, even now, you can surf the Web and find numerous online "personal coaches" and organizations
that offer to help you reach your potential. The claim is that they can help you realize your dreams
by consulting with them on the telephone and via e-mail. "Peak Performance Training may be the
answer you are looking for."

While it's evident that more people can benefit from focusing on developing their potential, it is also
true that there will be times when potentialities are lost and not able to be recovered. Time passes
them by and opportunities are lost.

The Theory of Lost Potentialities

The Theory of Lost Potentialities was developed as an outcome of developmental counseling and
guidance and helping people in career development. It was an outgrowth of assisting people during
mid-life crises and counseling them about career choices and decision-making. The theory had some
roots in the study of depressed clients in therapy, but it goes beyond that. It is a theory that will
inevitably apply to you because it assumes that everyone, including you, is unique and has the
potential to accomplish money things more things thon you will have the opportunity to do.

Time limitations are part of life. There is not enough time in anyone's life to do all the things they're
capable of doing. You cannot, for example, pursue all the jobs or careers that might interest you or
where you might experience exceptional success. Sometimes opportunities are not presented in a
timely way and others are missed because they were not recognized at the time they were
available.

Your career profile probably suggests that you might match well and could be successful in several
different fields, jobs, and careers. The factors that influence you to pursue one or the other have
been a part of your study in this course.

The fact now remains that there will be many times in your life when you think that you could have
been successful in another line of work, another job, another career. It may only be a fleeting
moment, but there will be mental images and thoughts about what might have been. These are
considered lost potentialities. You had and may still have the potential to be successful in those
areas, but they are no longer timely.

You simply cannot do everything of which you are capable or have the potential of doing. This
realization and feeling of loss is something that comes and goes over the years and can make you
melancholy. The best solution is to acknowledge t1e loss and refocus your thoughts and energies.

On occasion, people concerned about the loss of their potentialities will be moved to take action.
They may quit their jobs and strike out on another path. Or, they may choose to identify a potential
they have that might be attained to some degree through hobbies or volunteer work. Regardless,
everyone needs to deal with the feelings and ideas that come from lost potentialities.

Steven Jobs (1955-2011) was a visionary and inventor who co-founded Apple and built it into the
world's leading tech company. He made it his mission to humanize personal computing. He led a
mobile-computing revolution with wildly popular devices and applications such as the iPhone, iPod,
iPad, and iTunes, all of which changed how we consume content in the digital age. In a
commencement speech to Stanford graduates in it he said,

"Your work is going to fill c large part of your life, and the only way to be truly satisfied is to do what
you believe is great work. And the only way to do great work is to love what you do."

"If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know
when you find it. And, like any great relationship, it just gets better and better as the years roll on."

He also noted:

"A lot of people in our industry haven't had very diverse experiences. So they don't have enough
dots to connect, and they end up with very linear solutions without a broad perspective on the
problem. The broader one's understanding of the human experience, the better design we will have."

These words ring loud and clear for everyone who is in quest of career and lifespan development.

Where Do You Go From Here?

This course has focused on career and lifespan development, with the idea of career planning and
decision-making being important in your life as you move from college to the world of work. Your
career profile might now reflect some of your thoughts, feelings, goals, and career plans.

You can use the tools in this course to become marketable in the workplace. Your working life will
help define who you are and influence what you will become. Your career choices and the events
that take place along your career path will influence how you mold you life. So, what is your next
step?