Psychology Semester 1 PDF

Psychology semester 1  Introduction to psychology Psychology is the study of the mind. It is a scientific study of behaviour and mental processes that seeks to describe + explain aspects of human thoughts, feelings, perceptions and actions. What is an organization? It is an entity co...

Psychology semester 1  Introduction to psychology Psychology is the study of the mind. It is a scientific study of behaviour and mental processes that seeks to describe + explain aspects of human thoughts, feelings, perceptions and actions. What is an organization? It is an entity compromising of multiple people, can take various shapes and forms such as an institution that has a collective goal and is linked to an external environment. However, organizations can achieve nothing without any individual efforts! The concept of psychological contract → the relationship between the individual and the process of management. This refers to a series of mutual expectations and satisfaction of needs. it covers expectations regarding rights, privileges, duties, and obligations, which influence behavior. This is formed by individuality. The individual is central to organizational behavior, whether acting in isolation or as part of a group. Management must balance individual needs with organizational goals to avoid conflict + frustration, ensuring a healthy working environment. Thus, effective management involves understanding individual employees, recognizing organizational culture, valuing differences etc... The analysis of work Descriptive theories explain how existing organizations work. A good descriptive theory will provide an accurate picture of now organizations are structured and how they operate. Perspective theories indicate how organizations should operate. Proper application of a good perspective theory will lead to an effective + efficient organization. 2 different models: 1. Job characteristics model (JCM). This model is developed by Hackman & Oldham and it is concerned with developing jobs that are motivating, satisfying and performed well. It includes 5 key features: 1. Skill variety → jobs using a wide range of skills. 2. Task identity → allow workers to produce or deliver an identifiable outcome associated with increased job satisfaction. 3. Task significance → jobs which have as impact on other people such as medical care or education. 4. Autonomy → allow workers to make decisions about task performance + evaluation. 5. Feedback from the job → indicates how well the worker is performing, and understanding the results of work activities is essential. These job characteristics produce 3 critical psychological states: 1. experienced meaningfulness of work, 2. experienced for responsibility work outcomes, 3. knowledge of work activities. A high motivating potential score (MPS) → likely to lead to positive outcomes, such as increased motivation, performance, and job satisfaction. 2. The Vitamin Model. This describes the most common job characteristics that impact employee well-being development. These characteristics include: supportive supervision availability of financial reward physical security externally generate goals (job demand, task demands) Warr's findings indicates that some job characteristics can be harmful if present at levels are too high or too low. In the same way job characteristics that influence well-being at work may be important an early stages of a project. Another example of how an opportunity task variety can lead to work overload and elevated stress when it is carried too far. This VM demonstrates the challenges researchers face in understanding the diverse characteristics that influence wellbeing at work.  The nature + context of organizations Organizational theories describe now organizations work. Interpersonal aspects of organizations include communication and how people relate to one another. Fredrick W. Taylor ( management theory) identified workers' inefficiencies due to differing methods and lack of work standards. He proposed Taylorism, which aimed to improve production efficiency by defining 4 principles of management: 1. Defining a science for each element of work 2. Scientifically selects train, teach develop the worker 3. Cooperating with workers 4. Dividing work + responsibilities between management + workers. Taylor emphasized the role of managers in planning a controlling, and favored incentive wage plans. Bureaucratic management, a theory by Max Weber, focuses on hierarchical structures + clearly defined rules to govern an organization. ↓ based on classical theories. Key elements include: clear job roles. hierarchy of authority standardized procedures record keeping hiring employees based on specific qualifications On the other hand, the neoclassical theory was based on the employees. The concentrated on answering questions related to motivation,structure, and support employees in as organization. An important study during this time is the popular Hawthorne studies. Researchers at a manufacturing plant observed a principe of employee that is a true + behavior applicable today. In the late 1920s, managers at Hawthorne works questioned if employees were more productive in a well-lit environment. This led to the quality revolution of American business. Hawthorne effect refers to the changes in the work environment that can impact productivity, but these gains are short term. Social factors, such as employee relationships, are crucial for managers to consider. Managers who fail to account for employees' social needs may face resistance + lower performance.  The human relations movements led by Elton mayo + Fritz J. Rothlisberger, emphasizes that employees are motivated by social factors, such as appraisals, belonging, achievements and pride in their work. Mayo's approach contradicts traditional views of Taylorism, emphasizing the power of: natural groups, reciprocal communication, and high quality leadership for effective decision making. The systems approach focuses on analyzing organizations as systems with interrelated sub- systems, reconciling classical and human relations approaches. It emphasizes the total work organization, structures behavior relationships, and variables within the organization. This approach encourages managers to view the organization as a whole and part of as organizations activities affecting all other parts Systems theory, founded by Ludwig Von Bertalanffy emphasizes the importance of aligning internal subsystems t coordinating them to transform inputs into outputs. The contingency approach emphasizes the importance of structure in influencing organizational performers and suggests that there is no one-size-fits-all solution. The structure + success of an organization depend on the nature of tasks and environmental influences. Organization theory should not suggest a single best way to structure or manage organizations, but rather provide insights into situational and contextual factors influencing management decisions Gareth Morgan explains that organizations are open systems that reqiuire careful management to balance internal needs + adapt to environmental circumstances. There i# no one best way of organizing. Personnel selection Job analysis is a crucial process for personnel selection, defining the necessary knowledge, skills, attitudes, and abilities for performance in a target job role.  It is used in: Recruitment, introduction, performance management, career development, and organizational change. Competency analysis aims to derive a competency model for the target role by gathering behavioral data from employees (job incumbents) and existing data sets. Various methods are used for job analysis, including observation, interviews, expert panels, behavioral event interviews, focus groups, and behavioral checklists. Interview functions: mutual preview → initial stages of selection. assessment → battery of techniques negotiation → discuss contractual conditions. Interview validity is influenced by factors such as interviewer training, structure, consistency, and mental strain. Biodata is used to discover aspects of personal history typical of psychological variables, but it must be justified through job analysis. Every question has a specific response. Psychometrics Cronbach's scale (sample of behavior) measures both: maximal performance - achievement and ability typical performance - personality, attitudes and interests. numerical Cognitive ability tests (CATs) Researched tests demonstrate predictive validity, but specific abilities need to be chosen based on job requirements and job complexity can moderate this validity. Situational judgement tests (sjt's) Evaluate job-related challenges, measures cognitive ability, knowledge, and trait expression. This shows predictive validity, fairness, and positive applicant reactions. Value- based recruitment focuses on people’s values and desired behaviors. It uses multiple mini- interviews and SJT’s however it has limited research.  Ability tests types include verbal, numerical, diagrammatic, mechanical, spatial, clerical, dexterity, and sensory. Personality approaches methods include Psychoanalytic, social learning, humanistic, type, and trait psychometric approaches. The big 5 personality factors include extroversion, neuroticism, openness to experience, agreeableness, and conscientiousness. Personality measures have low predictive validity but may offer progressive validity. Work sample tests are based on the behavioural consistency theory. They include: psychomotor, < typing individual decision making, job related information tests, group discussions, and trainability tests. Assessment centers measure performance against predetermined competencies and job-related criteria. Overall performance is evaluated through a combination of reports, preventing biased decisions from one assessor. Components include group exercises, presentations, role play, and interviews. The mystery of ac's Discriminate validity measures specific competencies independently. Whilst convergent validity is an evidence for consistency across assessor ratings for exercises not dimensions. Sources of Error and Bias in Selection Techniques Halo and Horns Effect: First impressions skew judgment. Prejudice: Race, gender, etc. Stereotyping: Judging based on generalized traits. Selective Attention: Focusing only on certain information. Similar-to-Me Effect: Favoring those with shared traits. Cognitive Overload: Information processing limitations. Temporal Extension: Snap decisions made in seconds. Validation studies are rare, often lacking adequate research + small sample sizes. Validity of methods doesn't necessarily match popularity. Applicant reactions are heavily influenced by perceived job-relatedness and perceived justice: Distributive - equitable treatment Procedural - fair selection process This impacts job offer acceptance and organizational reputation. 1. Assertiveness Assertiveness involves standing up for personal values while communicating honestly and directly without hurting others. It recognizes both your rights and the rights of others. It reduces anxiety, depression and avoids aggression. This leads to career advancement and improves professional relationships. Benefits: 1. Promotes career growth 2. Facilitates healthy communication 3. Earns respect from colleagues 4. Demonstrates confidence 5. Essential for leadership 6. Improves professional performance Opposites of assertiveness are: - Passivity which avoids expressing thoughts and needs - Aggressiveness which disregards others’ rights, communicates in a hostile manner. Types of assertiveness: - Basic - Empathic – balances sensitivity to others’ feelings with personal rights - Aggressive – causes conflict Body language for assertiveness includes posture, eye contact, tone of voice and facial expressions 2. Job motivation Motivation influences productivity, job satisfaction, and organizational success. It affects feelings towards work and overall job satisfaction. Theories of Motivation Content Theories focuses on internal factors and needs to drive employee behavior and performance. Process Theories focuses on behaviors driven by individual needs  7 Edward Deci + Richard Ryan. Self-Determination Theory (SDT) focuses on how behavior is self-motivated and self- determined. According to this theory, everyone has 3 psychlogical needs: intrinsin Autonomy refers to the need to feel in control on one’s actions. a competence involves the need to feel effective and skilled in one’s activities. relatedness is the need to feel connected and belongingness with colleagues Types of Motivation: - Intrinsic: Driven by internal rewards (e.g., personal growth). - Extrinsic: Driven by external rewards (e.g., salary). Maslow's Hierarchy of Needs basic needs are essential. lower needs ; could lead to stress + low self esteem. Vroom's Expectancy Theory implies that a person’s behvaour is motivated by anticipating resuluts of consequences. Motivation depends on the expectation of effort leading to performance and desirable outcomes. 3 core components: Valence: Desirability of outcomes. Instrumentality: Connection between performance and rewards. Expectancy: Belief effort leads to desired performance. According to his model, leaders and organisations need to provide valued incentives, set realistic goals, and provide timely rewards. Herzberg’s Two-Factor Theory Motivation could be divided into 2 categories: - Hygiene Factors: Reduce dissatisfaction (e.g., salary, working conditions). - Motivators: Enhance satisfaction (e.g., achievement, recognition). Goal-Setting Theory was developed by Edwin Locke and Gary Latham. It states that seeting goals can infleuce behaviour. This theory is considered the foundation for SMART goals. SMART stands for specific, measurable, achievabke, relevant, time-bound.  Strategies to Enhance Job Motivation Foster a positive work environment. Set clear goals and expectations. Recognize and reward achievements. Support career development. Promote work-life balance. Engage employees in decision-making. Cultivate a sense of purpose. 3. Power Power is the ability to influence and control behaviour, events, or resources. It analyses relationships, decision-making, and societal impacts. French and Raven’s 5 Forms of power 3 Coercive power – can punishes for not following the rules Rewards power – can compensate for failure. Legitimate power – hold the formal right to make demands Referent power – perceives attractiveness, worthiness and right to respect Expert power – based on superior skill and knowledge. Power dynamics refer to how power is distributed and exercised in relationships. Types of power - dynamics are: - Personal power dynamics influences/control in relationships or situations. - Organizational power dynamics refers to the power within groups/workplaces. - Societal power dynamics is the distribution of power among social groups. Positive aspect a of power:Empowerment, conflict resolution, collaboration VS Negative aspects of power: Corruption, manipulation, and coercion. Imore, less or equal power in relationships such as politics and media. A power structure refers to the division of power within a social unit, determining who hold reflect on variouss such as Weber + Gramsci. 4 main leadership styles: - Authoritarian - Democratic - Laissez-faire - Coaching Effective leaders inspire confidence, communicate clearly act in the public interest. Whilst ineffective leaders focus on personal gain, act without transparency or make decisions that won’t affect the public needs.  Media can challenge power by investigating and exposing injustices, corruption, or inequality. Power perceptions differ across different cultures: - Collective cultures – power as a community responsibility - Individualistic cultures – power tied to personal achievement - High power distance is the acceptance of hierarchy - Low power distance – equality and questioning authority. Empowerment is the process of obtaining the right to freedom and power to do whatever one desires VS Oppression which is the situation of which the population has been unfairly governed in an justified way by taking away their freedom of rights and potential opportunities. Work ethics refers to manners that determine behaviour and the justification of what makes them right or wrong. - Personal power is based on traits and relationships - Positional power comes from formal authority.. Work-life 4 balance Work-life balance refers to achieving a healthy balance between work and personal life to avoid feeling overwhelmed. It ensures minimal conflict between work and personal roles. As stated by Kalliath & Brough, satisfaction with work-life balance on which roles are currently prioritized & personal roles. Benefits of work-life balance: increased time for personal responsibilities, enhanced motivation and reduced risks of stress. Theories 1. Demand-control model by Karasek explains the impact of job demands and employee control on well-being: High Demand, Low Control: Stressful and leads to burnout. High Demand, High Control: Stressful but rewarding with autonomy. Low Demand, High Control: Promotes creativity and job satisfaction. Low Demand, Low Control: Causes boredom and disengagement. 2. Effort-recovery model by Mejiman & Mudler highlights the importance of recovery after work to replenish physical & mental resources. This encourages disconnecting after hours & engaging in restorative activities. 3. Self-determination theory identifies 3 psycholigcal needs: autonomy, competence, relatedness.  Burnout is defined by symptoms like emotional exhaustion, cynicism, and reduced productivity. Strategies: Task segmentation, emotion journaling, and changing work environments. Spillover Effects refers to work experiences affecting personal life (or vice versa). Solutions: Mini- rewards, digital detox, silent workspaces, and boundary setting. Stress Management: Types of stress: Alarm, resistance, and exhaustion phases (Hans Selye). Strategies: Fun breaks, laughter therapy, and task prioritization. The Power of Saying "No" results in reduced commitments led to better balance and satisfaction. Women’s Perspective on WLB - Flexible work arrangements are crucial for balancing career and family. Leadership roles often lead to increased burnout due to high expectations.. 5 Performance + management tools As stated by Tardi, Performance Management is a tool for monitoring and evaluating employees' work. Benefits: - Culture of feedback and trust - Incraesed employee engagement As stated by Vulpen, this is the process of how performance management works: Goal Setting creates zhared understanding of expectations and objectives. Use of SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound). Manager Guidance – they act as coaches providing resources and actionable insights. Employee performance – this goes beyod output to include problem-solving, teamwork to company values. Continuous Feedback - Regular updates create a culture of learning and improvement. Organizational Alignment ensures individual efforts align with broader company goals. 4 Stages of Performance Management 1. Planning - establishes clear goals and define roles/responsibilities while providing resources and set performance benchmarks. 2. Monitoring – tracking progress and communicating 3. Developing - Offer training programs, mentorship, and opportunities for growth. 4. Rating and Rewarding - Performance appraisals with feedback and rewards (monetary and non-monetary). Types of Performance Management Tools Key Performance Indicators (KPIs): Track measurable progress toward goals. Pros: Motivation and focus. Cons: Unrealistic expectations, overemphasis on metrics. 360-Degree Feedback: method of employee review that provides each employee the opportunity to revive performance feedback from their managers. Pros: Builds trust and accountability. Cons: Can cause anxiety or focus on weaknesses. SMART Goals are framework for clear & actionable goals. Performance Appraisals:Formal reviews focusing on contributions and areas for improvement. Efficiency measures how well resources are utilised to produce desired outputs alpong with cost management. Risks: - Tunnel vision - Burnout- excessive pressure to maximise efficiency Effectiveness focuses on achieving impactful goals. Risks: - Overcommitment - Conflicitng prioroties Balancing Both refers to aligning resource optimization with meaningful outcome  6. conflict at the workplace Workplace Conflict refers to a disagreement or difference in opinions between individuals or groups within an organization. The difference in values, perceptions & priorities result in conflict. Types of Workplace Conflict Interpersonal Conflict is caused between employees due to personality differences or personal issues. Team Conflict happens within teams due to differing working styles or misaligned goals. Organizational Conflict happens between employees and management or among departments regarding changes or policies in the business. Role Conflict refers to overlapping or unclear job responsibilities. Intra-group vs. Inter-group Conflict - Within a group vs. between different groups. Causes of Workplace Conflict Poor Communication: Misunderstandings and unclear expectations. Cultural/Religious Differences: different norms or beliefs leading to tension. Personality Clashes: Conflicting behaviours or preferences. Resource Scarcity: Competition for limited resources like time, money, or opportunities. Workload Issues: Stress from uneven distribution of tasks or unrealistic deadlines. Leadership Style: Ineffective leadership causing frustration or confusion. Negative Aspects: Reduced productivity, morale, and job satisfaction all result in slowdowns. Positive Aspects: Opportunities for growth, innovation, improved communication, and decision- making. Conflict Resolution Styles: Avoiding, accommodating, compromising & collaborating. Conflict Resolution Strategies: Open Communication, Mediation, Negotiation, Setting Clear Expectations, and Training Leadership in conflict management involves setting an example, a safe environment and policies.  7. + organisational culture structure Organizational culture refers to the shared values, beliefs, norms, and practices shaping employee efficiency behaviour. Culture is both visible through dress codes and office layout & invisible through shared assumptions, unwritten rules & punctuality. clarity in roles The concept of Psychology safety is a belief within an organisation that individuals can express themselves openly without fear of judgement or negative consequences. Types of Organizational Culture: Clan Culture: family-like focused on collaboration (e.g. family restaurant) Adhocracy Culture: Innovation and risk-taking central. (e.g. film industry) Market Culture: Results-oriented, competitive focus & achievement. Hierarchy Culture: Emphasizes structure, stability, and control. How does organisational culture affect performance? - Alignment with organizational strategy enhances effectiveness. - Positive cultures boost employee morale and customer satisfaction. fOrganizational Structure is a system outlining how activities are directed to achieve the goals of an organisation. service stagethems Some of these roles include: Roles & Responsibilities: Task distribution. Hierarchy: Levels of authority. Communication Flows: How information is shared. Collaboration Mechanisms: Coordination within the organization.  Types of Structure: Functional: Groups employees by expertise (e.g., marketing, HR). Divisional: Based on products, services, or regions. Matrix: Employees report to multiple supervisors. Flat: Fewer management layers for flexibility. Hierarchical: Many layers with clear chains of command. How does structure impact organisational culture. Formal structures can create rigid, conservative cultures whilst flexible structures foster innovation and adaptability. Centralized structures result in top-down cultures, while decentralized ones encourage autonomy. Managing Cultural and Structural Change Cultural Change requires leadership commitment, communication (ensuring why the change is happening), and role modelling. Structural Change aims to improve efficiency and adaptability. Before making any changes they must analyse current challenges, set objectives, plan changes, and gather feedback. Misalignment between culture and structure can lead to inefficiencies and frustration. 8. Effective + Ineffective teams A Team is a group of individuals working together toward a shared goal. Members may have diverse backgrounds, expertise, and perspectives. Effective teams collaborate to achieve shared goals with high-quality outcomes and positive dynamics that encourages mutual respect, participation, and personal satisfaction. Characteristics: Clear Goals, communication, positive culture, adaptability etc. Why do effective teams matter? Increases productivity and efficiency, enhances creativity and hgiher job satisfaction. Applying Maslow’s hierarchy of needs in effective teams - Effective teams meet needs like belongingness (team cohesion), esteem (recognition), and self-actualization (growth opportunities). Ineffective teams are characterized by conflict, mistrust, lack of focus, and rivalry. These factors how up as high absenteeism, poor communication, and a toxic environment. Characteristics: lack of priorities, trust and toxic workplace.  Tuckman’s Stages of Group Development: Forming: Initial stage; unclear roles can cause ineffectiveness. Storming: Conflict arises; poor management prevents progression. Norming: Collaboration begins, but absence leads to chaos. Performing: Achieving goals effectively. Adjourning: Disbanding after goal completion. 9. workplace communication Workplace Communication involves tangible (e.g., emails) and intangible (e.g., human interactions) aspects. It promotes trust, belonging, and reduced stress, enhancing job satisfaction. Types of Workplace Communication: Verbal, Non-Verbal, Written & Visual Communication. Digital Communication makes things so much simpler in the workplace since it increases producity through fast infromation exchange. It also reduces operations costs. However it covers some challenges such as cybersecurity risks, social isolation and over-reliance on technology. Challenges in Workplace Communication ~External Factors: Job security, morale, and cultural differences. ~ Miscommunication: Leads to confusion and inefficiencies. -Social Norms: Unwritten rules can create barriers. ~Groupthink: Poor decision-making due to prioritizing consensus over critical evaluation. Constructive feedback builds trust, motivation, and clarity. Common methods are One-on-one meetings, performance reviews, and engagement surveys. Crisis communication focuses on gathering, analyzing, and sharing information during crises. It requires risk assessment, response planning, and employee training. Workplace Environment Physical Environment: Open office layouts foster collaboration but may lead to distractions. Private offices allow focus but reduce informal interactions. Remote work requires consistent communication to avoid disconnection. Cultural Environment: Psychological safety, inclusivity, and open communication are key. Hierarchy in the Workplace - Organizational structure based on ranks, authority, and responsibilities. Active managers provide regular feedback, boosting morale whilst passive managers lead to demotivated employees. Structures adapt as companies grow and change. This provides clarity in roles however in might frustrate flexibilty. 10. Leadership Leadership is the ability to guide others using skills, qualities, and methods to achieve a shared goal. Leadership traits may be inherited or learned through experience. Key Leadership Skills and Competencies Communication - Active listening, clear sharing of ideas, and constructive feedback. Decision-Making - Using data and evidence to make informed, strategic decisions. Adaptability - Resilience, open-mindedness, and flexibility in handling changes. Motivation and Inspiration - Empowering others, recognizing achievements, and connecting to a larger mission. Traits of Good vs. Bad Leaders Good Leaders provide clear vision and direction. They listen to feedback, maintain ethical standards, and adapt to change. However, they must stay calm under pressure and make timely, fair decisions. Bad Leaders lack vision, fail to communicate, and avoid responsibility. This leads to panic and delay critical decisions. To avoid responsibility, they resist change. According to Daniel Goleman effective leaders adjust their style to fit the situation, recognizing that different circumstances require different approaches. Leadership Styles Leadership styles depend on the leader's personality, organizational structure, and employee needs. 1. Authoritarian: Centralized decisions with strict control. 2. Laissez-faire: Minimal interference, promoting independence. 3. Team-Based: Collaborative decision-making with team leads. Factors Influencing Leadership: Organizational Structure, type of organisation & personal characteristics. 11. Emotional Intelligence Emotional Intelligence (EI) helps individuals manage emotions, communicate effectively, handle work pressure, and collaborate in teams. Goleman’s Emotional Intelligence Model 1. Self-Awareness: Recognize one’s own mood and understand others’ emotions. 2. Self-Regulation: Manage disruptive emotions and avoid impulsive reactions. 3. Motivation: Use inner drive to pursue long-term benefits. 4. Empathy: Sense others’ feelings and perspectives. 5. Social Skills: Build and sustain relationships effectively.  Negative Workplace Emotions (West, 2001) 1. Jealousy: Arises from perceived exclusion or favoring of others, leading to conflict. 2. Guilt: Felt when underperforming or neglecting team responsabilities. 3. Grief: Stems from the departure of key team members, reducing morale and productivity. Strategies to maintain a healthier workplace environment: o Setting Goals: Provides direction and focus. o Social Support: Encourages collaboration and trust. o Mindfulness Practices: Promotes calmness and emotional control. o Communication Skills: Reduces misunderstandings and fosters positive relationships. James Gross’s Model of Emotional Regulation 1. Situation Selection: Choosing environments that minimize stress. 2. Situation Modification: Adjusting the situation to manage emotions. 3. Attention Deployment: Redirecting focus to remain calm. 4. Cognitive Change: Reframing perceptions to reduce emotional impact. 5. Response Modulation: Regulating physical and emotional responses. Benefits of Emotional Intelligence in the Workplace 1. Improved Communication: Encourages transparency and understanding. 2. Handling Stress: Reduces burnout and promotes resilience. 3. Effective Leadership and Teamwork: Enhances collaboration and productivity. 4. Better Relationships: Strengthens interpersonal connections. 5. Increased Productivity: Supports goal achievement and efficiency. Emotional intelligence focuses on regulating emotions whilst Psychological acceptance involves embracing emotions without actively trying to change them. Organizations prioritize EI by offering training on: Interpersonal Skills: Communication, empathy, and conflict resolution. Workshops: Help employees and leaders develop a healthier, more productive culture. 12. Career advancement Automation is the application of technology, robots, and AI to perform tasks with minimal human input.It transforms industries, making some jobs redundant while creating new opportunities. It can handel dangerious tasks at low cost with superior outputs. - Automation affecting jobs cause I reduces Job Displacement: Routine tasks like data entry and cashier roles are at risk. Job Transformation: Human-AI collaboration requires a mix of technical and interpersonal skills. repetitive New Job Creation: Demand grows in AI, robotics, and cybersecurity. tasks However medical and law jobs are unlikely to disappear. Building Skills for the Future Workplace Hard Skills involves proficiency in AI, programming, and data analysis whilst Soft skills solves problem, lead and be creative. Emotional Intelligence must be kept in mind in this context. Networking in the Automated Era AI-powered platforms (e.g., LinkedIn) connect professionals and suggest job opportunities based on skills and engagement. This expands professional networks efficiently. Key Strategies for Career Advancement 1. Upskilling: Focus on areas resistant to automation (e.g., creativity, strategic thinking). 2. Mentorship: Guides career navigation in tech-forward industries. 3. Continuous Learning: Stay adaptable through active learning and innovation.