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Introducing Functional Self-Analysis

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It is one thing to know what your Dynamic Success Factors are and another to use them most effectively. In just what career or occupation do they apply? This is a complex question made attractive by the rich selection now offered to your discriminating eye. Today there are more than 30,000 different occupations or careers in the United States. These can be divided into five broad groups: The commercial world of finance and sales; the industrial world that transforms raw products into salable goods; the service world that teaches, transports, feeds, houses, cleans, etc.; the professional world of scientists, doctors, lawyers, accountants, consultants, etc.; and the ownership world of individual enterprise.

A breakdown of the five groups reveals 12 classifications: Artistic, computing, mechanical-technical, words, persuasion, ideas, science, human relations, problem solving, musical, physical, and leadership.

Here is a simple illustration of how the above information can be used. Suppose your Dynamic Success Factors are words, design-art, ideas, and writing. In combination they point more strongly to the commercial and professional groups than to industrial, service, or ownership, so your attention can be concentrated on those two groups.



Of the 12 classifications, suppose "words" is strongest -that it has been double-checked with several achievements on the analysis chart. Words are essential to both writing and the expression of ideas. Thus the occupation to be sought would be a words job strongly supported by ideas, design-art, and writing. Where is such a job to be found? Advertising, editing, publishing, television, and display printing are obvious fields that come to mind.

Now try to apply your own Dynamic Success Factors as indicated, selecting first one of the five groups and then those of the 12 classifications in which you find yourself the strongest. Maybe the job "made to order" for you will emerge with startling clarity on the first try. More likely further study is needed along the lines that follow. In either case, the advantage of this "success hunt" is that you conduct your trials painlessly on paper and in your mind instead of experimenting for months or years with one real job after another, hoping with blind faith that "This one will turn out all right." Furthermore, I can assure you that when you follow through on the next steps, the results will be more revealing than 'the months or years of "trial and error" job hunting.

For the next step you need a good public library which carries a comprehensive file of trade and professional magazines as well as books on business and industrial subjects. Here in a few hours of research you can dig up the information you seek on one or more of the jobs for which you feel qualified. Remember that it is your future you are researching, and not some dry subject like the fall of Rome. I might also add that the man who is well read on the current details and background of the company he would like to join is bound to make a favorable first impression when he goes in for his interview. One of the most frequent complaints of employers is that many of their own men, some of whom have worked for the company for years, know little about it beyond the confines of their own jobs.

The procedure you are now ready to start is called Functional Self-Analysis. The name was coined in 1948 by Walter Rust, Placement Director of the Harvard Business School, when we were working there together on a Placement Seminar. Under that name the procedure has become a part of the program I have been developing over a period of 'years, and was recommended to more than 40,000 alumni of the Harvard Business School.

Much improved in recent years, Functional Self-Analysis now enables you to determine how effective you have been in the past, and how much more effective you can be when you function in a job that uses your best talents to best advantage. Through the discovery of your Dynamic Success Factors you know where and how you were most effective in the past. Through your library research you learn about the component parts-or functions-of a job, and can then relate' these functions to your experiences and success factors.

To provide a pattern for your research, I will "functionalize" three typical jobs. First, write down a description of the job, providing as many details as you can from what you have learned of it. This is important, just as it was important that you write down the details of an achievement before you could analyze it.

1. SECRETARY: A position which requires accuracy, speed and neatness in taking and transcribing dictation of letters, reports, statements and meeting remarks. Also required is the ability to maintain orderly records and files, an ease in dealing with visitors by telephone or in person, and poise in dealing with superiors.

FUNCTIONS-six or more: Words-writing, speaking; filing; organization; technical requirements-shorthand and typing; neatness; poise.

2. ACCOUNTANT-OFFICE MANAGER: Supervisor of busy sales office, including eight girls and credit manager (assistant). Customers' orders are received and processed, likewise salesmen's reports and orders. The office handles billings, salaries and financial records under the direction of the Treasurer. The Office Manager is expected to prepare monthly balance sheets for the auditor. He will have a free hand in regard to systems and procedures, providing innovations do not increase costs and lead to greater accuracy, more meaningful facts, and lower budgets.

FUNCTIONS-six or more: Management (leadership) and organization; systems and procedures; personnel; re- port writing; budgets and cost controls; problem solving.

3. FOREMAN, machine shop: Responsible for supervising the production of twelve machine operators; also, inspection, maintenance, personnel and materials handling.

FUNCTIONS-six or more: Planning and organization; systems and procedures; trouble-shooting; training personnel; cost reduction; production management; quality controls.

The previous examples show three different job descriptions, and how they may be broken down into six or more segments or functions.
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