The MBA Dissertation Example on CEO Coaching procedures will require that some resources are used from within the organization. The main resources that will be required from the organization include time and human resource. To get more information please visit http://www.mbadissertation.org/sample-paper-on-organizational-behaviour/
Training and development with emphasis on Sahara IndiaAyush Parekh
This document provides an overview of training and development. It discusses various topics related to training including inputs, objectives, models of training, needs analysis, design, and implementation. Specifically, it outlines three models of training - the system model, instructional system development model, and transitional model. It also discusses analyzing training needs at the organizational, individual, and operational levels. Finally, it covers designing training programs by considering factors like trainers, trainees, costs, and strategies for determining content and sequencing.
FIRST EVER CERTIFICATION COURSE IN 12 WEEKSMichael Egbune
Introducing for the first ever certification course that gives someone the skills and knowledge to become a successful dating coach in 12 weeks. As an affiliate, you will earn 50% commission of the font end of a high-ticket program. We are open to new students and give you a proven funnel to send your leads through. This product is for both men and women. The coaches who started it all have been on top of the dating world for decades... Adam Lyons and Adam Gilad will serve your leads right and give you the reward you deserve.
This document proposes a leadership and management development program for Marine Works Limited. It begins with background on leadership and management development programs and the need for them. It then discusses carrying out a development needs analysis through methods like 360 feedback, performance appraisals, and assessments. The document outlines formal approaches like training and courses and informal approaches like mentoring, action learning, and communities of practice. It concludes by noting the differences in developing programs for small and medium enterprises, which tend to use informal learning approaches due to time and resource constraints.
Mentoring and coaching have become vital tools for professional development in organizations. When implemented effectively, they provide benefits to employees, mentors, and the overall organization. For employees, mentoring and coaching enhance skills, increase self-esteem, promote career growth, and offer focused attention to development. Organizations also see advantages like increased retention, a more skilled workforce, stronger culture, and improved communication. For mentoring and coaching to be effective, there must be collaboration between stakeholders, support for employees' development needs, and standardized processes according to best practices. Regular assessment of coaching programs is also important to ensure they successfully improve performance across an organization.
1. The document discusses the importance of training and development for organizations and employees. It states that training is crucial for developing employee skills and knowledge, improving performance, and gaining a competitive advantage.
2. It also emphasizes that the success of any organization depends on effective use of its human resources. Training is an investment in human capital that yields both immediate and long-term returns through more productive, motivated employees.
3. Measuring the effectiveness of training programs is important to ensure the intended objectives are achieved and improvements can be made. Training must address skills gaps and lead to measurable changes in employee attitudes, skills and performance.
This document discusses systematic training and development in organizations. It defines training as teaching skills for a specific occupation or task, while development prepares employees for future needs. Training is necessary for organizational survival but the quality and quantity depends on organizational ideology and beliefs. A training policy outlines an organization's plans to develop employee skills and is part of the personnel policy. Training generally follows a cycle from establishing a policy to evaluating outcomes. Different organizations take different approaches to training such as using internal or external providers. A training needs analysis identifies knowledge, skills, and attitude gaps. Training plans specify intentions, programs, and evaluation. On-the-job training includes induction, coaching, projects, and mentoring while employees work. Off-the-job training
This document discusses the concepts, objectives, roles, principles, components, and need for an integrated approach to training. It defines training as a way to increase employee knowledge and skills for specific jobs. The objectives of training are to increase performance, change attitudes, reduce accidents, and prepare employees for advancement. Training plays roles like increasing efficiency, morale, human relations skills, and organizational viability. The principles of training emphasize goal setting, individuality, practice, feedback, and meaningfulness. Components include insight, motivation, learning opportunities, practice, and follow-up. An integrated approach is needed as learning involves affirming existing knowledge, building new skills, and overcoming resistance to change.
The document discusses the changing role of training in organizations. It notes that training is shifting from a reactive role, responding to changes mandated by management, to a proactive role where training leads workplace changes. This represents a fundamental paradigm shift. Effective training now focuses on developing critical thinking, problem solving, and interactive skills like communication and collaboration, enabling employees to be proactive. Organizations are also blending in-house and online training methods like blended learning to better train employees across broad international footprints. Proactive training management involves considering individual learning styles, aligning training with career goals, and getting constant feedback to foster a culture of learning.
Training and development with emphasis on Sahara IndiaAyush Parekh
This document provides an overview of training and development. It discusses various topics related to training including inputs, objectives, models of training, needs analysis, design, and implementation. Specifically, it outlines three models of training - the system model, instructional system development model, and transitional model. It also discusses analyzing training needs at the organizational, individual, and operational levels. Finally, it covers designing training programs by considering factors like trainers, trainees, costs, and strategies for determining content and sequencing.
FIRST EVER CERTIFICATION COURSE IN 12 WEEKSMichael Egbune
Introducing for the first ever certification course that gives someone the skills and knowledge to become a successful dating coach in 12 weeks. As an affiliate, you will earn 50% commission of the font end of a high-ticket program. We are open to new students and give you a proven funnel to send your leads through. This product is for both men and women. The coaches who started it all have been on top of the dating world for decades... Adam Lyons and Adam Gilad will serve your leads right and give you the reward you deserve.
This document proposes a leadership and management development program for Marine Works Limited. It begins with background on leadership and management development programs and the need for them. It then discusses carrying out a development needs analysis through methods like 360 feedback, performance appraisals, and assessments. The document outlines formal approaches like training and courses and informal approaches like mentoring, action learning, and communities of practice. It concludes by noting the differences in developing programs for small and medium enterprises, which tend to use informal learning approaches due to time and resource constraints.
Mentoring and coaching have become vital tools for professional development in organizations. When implemented effectively, they provide benefits to employees, mentors, and the overall organization. For employees, mentoring and coaching enhance skills, increase self-esteem, promote career growth, and offer focused attention to development. Organizations also see advantages like increased retention, a more skilled workforce, stronger culture, and improved communication. For mentoring and coaching to be effective, there must be collaboration between stakeholders, support for employees' development needs, and standardized processes according to best practices. Regular assessment of coaching programs is also important to ensure they successfully improve performance across an organization.
1. The document discusses the importance of training and development for organizations and employees. It states that training is crucial for developing employee skills and knowledge, improving performance, and gaining a competitive advantage.
2. It also emphasizes that the success of any organization depends on effective use of its human resources. Training is an investment in human capital that yields both immediate and long-term returns through more productive, motivated employees.
3. Measuring the effectiveness of training programs is important to ensure the intended objectives are achieved and improvements can be made. Training must address skills gaps and lead to measurable changes in employee attitudes, skills and performance.
This document discusses systematic training and development in organizations. It defines training as teaching skills for a specific occupation or task, while development prepares employees for future needs. Training is necessary for organizational survival but the quality and quantity depends on organizational ideology and beliefs. A training policy outlines an organization's plans to develop employee skills and is part of the personnel policy. Training generally follows a cycle from establishing a policy to evaluating outcomes. Different organizations take different approaches to training such as using internal or external providers. A training needs analysis identifies knowledge, skills, and attitude gaps. Training plans specify intentions, programs, and evaluation. On-the-job training includes induction, coaching, projects, and mentoring while employees work. Off-the-job training
This document discusses the concepts, objectives, roles, principles, components, and need for an integrated approach to training. It defines training as a way to increase employee knowledge and skills for specific jobs. The objectives of training are to increase performance, change attitudes, reduce accidents, and prepare employees for advancement. Training plays roles like increasing efficiency, morale, human relations skills, and organizational viability. The principles of training emphasize goal setting, individuality, practice, feedback, and meaningfulness. Components include insight, motivation, learning opportunities, practice, and follow-up. An integrated approach is needed as learning involves affirming existing knowledge, building new skills, and overcoming resistance to change.
The document discusses the changing role of training in organizations. It notes that training is shifting from a reactive role, responding to changes mandated by management, to a proactive role where training leads workplace changes. This represents a fundamental paradigm shift. Effective training now focuses on developing critical thinking, problem solving, and interactive skills like communication and collaboration, enabling employees to be proactive. Organizations are also blending in-house and online training methods like blended learning to better train employees across broad international footprints. Proactive training management involves considering individual learning styles, aligning training with career goals, and getting constant feedback to foster a culture of learning.
The document summarizes a case study on the return on investment (ROI) of an executive coaching program at a Fortune 500 company. The study found that coaching produced a 529% ROI and significant intangible benefits. Productivity and employee satisfaction were most positively impacted. Coaching improved decision-making, team performance, and motivation. The study recommends managing the coaching process, preparing clients, allowing client choice in coaches, providing organizational support, ensuring coach knowledge of the business, and measuring performance to maximize ROI from executive coaching.
Personnel Training and Development and Employee Productivity in a Financial I...Ameh Elizabeth (GNIM)
This document discusses the relationship between personnel training and development and employee productivity in First Bank Nigeria Ltd. It begins with introducing the importance of training and development in providing job-specific skills and improving employee performance. It then provides background on the human capital theory and how training raises worker productivity. The study aims to identify the types of training schemes available at First Bank Nigeria Ltd and analyze how training impacts employee productivity and organizational performance. It uses a survey questionnaire to collect data from 50 bank employees and employs statistical analysis techniques to test the hypotheses. The findings show that most respondents agreed training enhanced their efficiency and the organization's performance. It concludes that training and development improves productivity and recommends organizations conduct regular needs assessments to provide effective training.
Training is important for developing employee skills and knowledge to match job requirements. It bridges gaps between an employee's current abilities and what is needed for the job. Training benefits both the organization and individual. For the organization, it improves productivity, efficiency, and ability to adapt to changes. For the individual, it increases job satisfaction, confidence, and opportunities for career advancement. Regular training is necessary due to factors like technological advances, organizational complexity and changes, and the need to continuously develop employees as jobs and organizations evolve over time.
The document discusses employee socialization, training, and development. It covers:
- Socialization helps new employees adapt to their new roles and organizations through a process of adjusting expectations and learning new norms.
- Training involves developing employee knowledge, skills, and attitudes to improve job performance. It can cover various topics from company policies to technical skills.
- Development focuses more on future roles and long-term skills rather than just current job requirements. It aims to create a flexible workforce prepared for future growth.
Regular training and development helps organizations by improving performance, reducing costs, increasing motivation and retention, and allowing for succession planning.
This document provides an overview of training need analysis (TNA) in organizations. It begins with an acknowledgement section thanking various parties for their support and contributions. It then includes an executive summary, introduction on TNA, purpose of TNA in organizations, objectives of the study, training methods, research methodology, data analysis, limitations and conclusion sections. The introduction defines TNA and discusses its importance in identifying training gaps. The purpose section outlines how TNA helps prioritize training, improve performance, and justify training investments. The document also reviews relevant literature on approaches and challenges to TNA.
explaining the development of the organization human resources, how to organize the training, and develop the HR managerial skills as well as their capabilities (ugik sugiharto, GBS)
Efficiency, Harmony, unity of command, unity of direction, follow-through, effective Communication, efficient control, the individual contribution for the development of the organization,
Directing is a key management process that involves instructing, guiding, and overseeing workers to achieve organizational goals. It integrates employee efforts and ensures individuals work towards common objectives. Effective directing is challenging as it must deal with diverse employees, but certain principles can help like ensuring maximum individual contribution and harmony between individual and organizational objectives. Elements of directing include supervision, motivation, leadership, and communication. For example, a supervisor explaining machine operations or a manager inspiring employees through their own work. Ford emphasizes developing leadership at all levels through intensive programs to help overhaul their business culture.
This document discusses instructional strategy and its components in developing effective training programs. It defines instructional strategy as the process for delivering instruction, which may include methods like lectures, discussions, and demonstrations. It then describes key elements of developing an instructional strategy such as identifying objectives, methods, materials, trainers, and facilities. It emphasizes that a written program development plan is needed to coordinate all these elements and ensure the training meets its objectives. The document provides guidance on developing specific components like trainee manuals, trainer manuals, and securing appropriate training facilities. It stresses the importance of planning every aspect of a training program to make it successful.
1) The document outlines the process of organizational development which includes initial diagnosis, data collection, data feedback, planning strategy, intervention, team building, and evaluation.
2) It defines organizational development as a systematic and planned process of implementing behavioral science to improve organizational effectiveness and employee well-being.
3) The key steps in the organizational development process are to first diagnose issues, collect data, provide feedback on the data, create a change strategy plan, implement interventions like training, build teamwork, and continuously evaluate the progress and impact of the organizational development efforts.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrowl
Training and development are important for organizational growth. Training imparts skills for current or future jobs through learning programs, while development helps employees grow personally and professionally. The goals of training are to onboard new employees, improve performance in current roles, and prepare for more advanced roles. An effective training program assesses needs, designs objectives, implements training, evaluates impact, and ensures continuous improvement through a closed-loop system. This benefits employees through career growth and the organization through higher productivity, quality and efficiency.
The document discusses the importance and objectives of training and development programs in organizations. It states that training ensures structured learning and behavioral changes to improve organizational efficiency and effectiveness. As technologies and markets change rapidly, companies must invest more in training employees to develop new skills. The objectives of training are to enhance employee skills, adapt to changes, and improve performance. Training is necessary to update knowledge, encourage growth, and maximize resource utilization for organizations and individuals.
Importance of Learning & Development of the employees in private sector organ...AMANA BANK PLC
This document is an extended essay report submitted by MMM Muzamil to the Institute of Human Resource Advancement at the University of Colombo. The report examines the importance of learning and development for employees in the private sector, using British College of Education as a case study. The report includes an introduction outlining the objectives and methodology of the study. It provides background information on British College of Education and describes the organizational hierarchy and sample of employees surveyed. The analysis section presents results of the survey conducted with 63 employees. The results show that most employees are in academic roles and communication skills are considered most important for their jobs. The report concludes with recommendations.
The document discusses training and development in organizations. It defines training and development as imparting skills, knowledge, and abilities to employees. Training needs are determined by comparing actual performance to standard performance.
It distinguishes between training (imparting specific skills), education (theoretical classroom learning), and development (learning opportunities to help employees grow). Both training and education are important for employee development programs.
The goals of training are to improve employee performance, help employees grow within the organization, and reduce learning times for new roles. Effective training programs assess needs, develop objectives, select appropriate instruction methods, and evaluate outcomes. Regular needs assessment ensures training funds are used efficiently.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
It is rare that senior executives as a group have serious dialogue about development. Regular meetings, strategy meetings and Supervisory Board meetings are their cooperation areas. Those involved are aware that they could work together more effectively, efficiently and sustainably and contribute better as individuals if they made time for themselves and for one another. For this reason, Group Coaching has been developed over the last two decades as a particularly effective format for management development.
This document discusses the Kirkpatrick model for evaluating the effectiveness of training and development programs. It describes the four levels of the Kirkpatrick model: reaction, learning, behavior, and results. At each level, different methods are used to measure the impact of training. The reaction level measures participant satisfaction. The learning level assesses knowledge gained through pre- and post-tests. Behavior is evaluated by observing changes in on-the-job performance after training. Finally, results determine if training impacted overall business goals. The document also reviews other models and emphasizes the importance of evaluating all levels to improve training design and ensure a return on investment.
This document discusses training need analysis and the philosophy of training. It describes three types of analysis used to identify training needs: organizational analysis which examines objectives, resource use, and the environment; task or role analysis which examines individual jobs; and manpower analysis which focuses on individual employees. It also outlines key learning principles for effective training, including modelling desired behaviors, motivating employees by making training relevant, and reinforcing desired behaviors through rewards.
Training and development are essential for all levels of an organization to adapt to rapid technological changes. Effective training helps reduce errors, increase productivity and quality, and improves employee retention. Regular needs assessments ensure training addresses gaps in skills and knowledge. Training methods should be tailored to individual roles and include both technical and conceptual learning. Organizations that invest in standardized vocational training see benefits like motivating employees and developing a pool of promotable talent.
Oral presentation in order to share some clues to the laboratory colleagues. Magnetron sputtering deposition of NiO under different experimental parameters. Developed at Institut des Matériaux Jean Rouxel (Laboratoire des Plasmas et des Couces Minces), October 2013.
The document summarizes a case study on the return on investment (ROI) of an executive coaching program at a Fortune 500 company. The study found that coaching produced a 529% ROI and significant intangible benefits. Productivity and employee satisfaction were most positively impacted. Coaching improved decision-making, team performance, and motivation. The study recommends managing the coaching process, preparing clients, allowing client choice in coaches, providing organizational support, ensuring coach knowledge of the business, and measuring performance to maximize ROI from executive coaching.
Personnel Training and Development and Employee Productivity in a Financial I...Ameh Elizabeth (GNIM)
This document discusses the relationship between personnel training and development and employee productivity in First Bank Nigeria Ltd. It begins with introducing the importance of training and development in providing job-specific skills and improving employee performance. It then provides background on the human capital theory and how training raises worker productivity. The study aims to identify the types of training schemes available at First Bank Nigeria Ltd and analyze how training impacts employee productivity and organizational performance. It uses a survey questionnaire to collect data from 50 bank employees and employs statistical analysis techniques to test the hypotheses. The findings show that most respondents agreed training enhanced their efficiency and the organization's performance. It concludes that training and development improves productivity and recommends organizations conduct regular needs assessments to provide effective training.
Training is important for developing employee skills and knowledge to match job requirements. It bridges gaps between an employee's current abilities and what is needed for the job. Training benefits both the organization and individual. For the organization, it improves productivity, efficiency, and ability to adapt to changes. For the individual, it increases job satisfaction, confidence, and opportunities for career advancement. Regular training is necessary due to factors like technological advances, organizational complexity and changes, and the need to continuously develop employees as jobs and organizations evolve over time.
The document discusses employee socialization, training, and development. It covers:
- Socialization helps new employees adapt to their new roles and organizations through a process of adjusting expectations and learning new norms.
- Training involves developing employee knowledge, skills, and attitudes to improve job performance. It can cover various topics from company policies to technical skills.
- Development focuses more on future roles and long-term skills rather than just current job requirements. It aims to create a flexible workforce prepared for future growth.
Regular training and development helps organizations by improving performance, reducing costs, increasing motivation and retention, and allowing for succession planning.
This document provides an overview of training need analysis (TNA) in organizations. It begins with an acknowledgement section thanking various parties for their support and contributions. It then includes an executive summary, introduction on TNA, purpose of TNA in organizations, objectives of the study, training methods, research methodology, data analysis, limitations and conclusion sections. The introduction defines TNA and discusses its importance in identifying training gaps. The purpose section outlines how TNA helps prioritize training, improve performance, and justify training investments. The document also reviews relevant literature on approaches and challenges to TNA.
explaining the development of the organization human resources, how to organize the training, and develop the HR managerial skills as well as their capabilities (ugik sugiharto, GBS)
Efficiency, Harmony, unity of command, unity of direction, follow-through, effective Communication, efficient control, the individual contribution for the development of the organization,
Directing is a key management process that involves instructing, guiding, and overseeing workers to achieve organizational goals. It integrates employee efforts and ensures individuals work towards common objectives. Effective directing is challenging as it must deal with diverse employees, but certain principles can help like ensuring maximum individual contribution and harmony between individual and organizational objectives. Elements of directing include supervision, motivation, leadership, and communication. For example, a supervisor explaining machine operations or a manager inspiring employees through their own work. Ford emphasizes developing leadership at all levels through intensive programs to help overhaul their business culture.
This document discusses instructional strategy and its components in developing effective training programs. It defines instructional strategy as the process for delivering instruction, which may include methods like lectures, discussions, and demonstrations. It then describes key elements of developing an instructional strategy such as identifying objectives, methods, materials, trainers, and facilities. It emphasizes that a written program development plan is needed to coordinate all these elements and ensure the training meets its objectives. The document provides guidance on developing specific components like trainee manuals, trainer manuals, and securing appropriate training facilities. It stresses the importance of planning every aspect of a training program to make it successful.
1) The document outlines the process of organizational development which includes initial diagnosis, data collection, data feedback, planning strategy, intervention, team building, and evaluation.
2) It defines organizational development as a systematic and planned process of implementing behavioral science to improve organizational effectiveness and employee well-being.
3) The key steps in the organizational development process are to first diagnose issues, collect data, provide feedback on the data, create a change strategy plan, implement interventions like training, build teamwork, and continuously evaluate the progress and impact of the organizational development efforts.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrowl
Training and development are important for organizational growth. Training imparts skills for current or future jobs through learning programs, while development helps employees grow personally and professionally. The goals of training are to onboard new employees, improve performance in current roles, and prepare for more advanced roles. An effective training program assesses needs, designs objectives, implements training, evaluates impact, and ensures continuous improvement through a closed-loop system. This benefits employees through career growth and the organization through higher productivity, quality and efficiency.
The document discusses the importance and objectives of training and development programs in organizations. It states that training ensures structured learning and behavioral changes to improve organizational efficiency and effectiveness. As technologies and markets change rapidly, companies must invest more in training employees to develop new skills. The objectives of training are to enhance employee skills, adapt to changes, and improve performance. Training is necessary to update knowledge, encourage growth, and maximize resource utilization for organizations and individuals.
Importance of Learning & Development of the employees in private sector organ...AMANA BANK PLC
This document is an extended essay report submitted by MMM Muzamil to the Institute of Human Resource Advancement at the University of Colombo. The report examines the importance of learning and development for employees in the private sector, using British College of Education as a case study. The report includes an introduction outlining the objectives and methodology of the study. It provides background information on British College of Education and describes the organizational hierarchy and sample of employees surveyed. The analysis section presents results of the survey conducted with 63 employees. The results show that most employees are in academic roles and communication skills are considered most important for their jobs. The report concludes with recommendations.
The document discusses training and development in organizations. It defines training and development as imparting skills, knowledge, and abilities to employees. Training needs are determined by comparing actual performance to standard performance.
It distinguishes between training (imparting specific skills), education (theoretical classroom learning), and development (learning opportunities to help employees grow). Both training and education are important for employee development programs.
The goals of training are to improve employee performance, help employees grow within the organization, and reduce learning times for new roles. Effective training programs assess needs, develop objectives, select appropriate instruction methods, and evaluate outcomes. Regular needs assessment ensures training funds are used efficiently.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
It is rare that senior executives as a group have serious dialogue about development. Regular meetings, strategy meetings and Supervisory Board meetings are their cooperation areas. Those involved are aware that they could work together more effectively, efficiently and sustainably and contribute better as individuals if they made time for themselves and for one another. For this reason, Group Coaching has been developed over the last two decades as a particularly effective format for management development.
This document discusses the Kirkpatrick model for evaluating the effectiveness of training and development programs. It describes the four levels of the Kirkpatrick model: reaction, learning, behavior, and results. At each level, different methods are used to measure the impact of training. The reaction level measures participant satisfaction. The learning level assesses knowledge gained through pre- and post-tests. Behavior is evaluated by observing changes in on-the-job performance after training. Finally, results determine if training impacted overall business goals. The document also reviews other models and emphasizes the importance of evaluating all levels to improve training design and ensure a return on investment.
This document discusses training need analysis and the philosophy of training. It describes three types of analysis used to identify training needs: organizational analysis which examines objectives, resource use, and the environment; task or role analysis which examines individual jobs; and manpower analysis which focuses on individual employees. It also outlines key learning principles for effective training, including modelling desired behaviors, motivating employees by making training relevant, and reinforcing desired behaviors through rewards.
Training and development are essential for all levels of an organization to adapt to rapid technological changes. Effective training helps reduce errors, increase productivity and quality, and improves employee retention. Regular needs assessments ensure training addresses gaps in skills and knowledge. Training methods should be tailored to individual roles and include both technical and conceptual learning. Organizations that invest in standardized vocational training see benefits like motivating employees and developing a pool of promotable talent.
Oral presentation in order to share some clues to the laboratory colleagues. Magnetron sputtering deposition of NiO under different experimental parameters. Developed at Institut des Matériaux Jean Rouxel (Laboratoire des Plasmas et des Couces Minces), October 2013.
How to Get Better Results with Google AnalyticsLucas Xavier
Follow this presentation where i share my experience with all of you giving concepts about how:
• Does Google Analytics Works
• Set Goals into a Web Site
• Analyze Public
• Give Quality Content to the Public
• Understand the Public
• Revise Goals
• Analyze Results and Metrics
The document provides information on new Russian VAT regulations:
1) Specified VAT returns must now include a "Correction number" field and indicate with 0s or 1s whether sections contain corrected data.
2) Companies can correct purchase/sales books using the "delta" method, entering only changed data, or "replacement" method, replacing all data.
3) Contractors must now pay VAT on travel expense compensation from clients.
The evolution of Indo-Japan economic relations: The economic ties between India and Japan evolved
in the last quarter of the nineteenth century. During that period Japan’s textile industry rapidly expanded which
is largely dependent on outside raw materials. India attracted attention as a reliable source of raw cotton supply.
In the closing years of the nineteenth centaury. Japanese special trade team came to India to examine the
possibility of purchasing Indian cotton and endorsed the proposal for a regular cotton trade with India. The first
shipment sent to Japan in 1889-90 by the House of Tata, consisted of 32 bales.1
This document is a curriculum vitae for Tony Kwatamisha that provides personal and contact details, qualifications including certificates and diplomas in IT, and work experience as an IT technician for UTM group and CTU Training Solution. References are also included from past teachers, lecturers, and employers that can speak to his skills and qualifications.
Este documento presenta las respuestas de un alumno a un cuestionario sobre la incorporación de las TIC en las aulas. En la respuesta al primer punto, señala cuatro objetivos clave para capacitar a los docentes sobre el uso de las TIC. En la segunda respuesta, describe tres características fundamentales de las TIC en la educación. Finalmente, en la tercera respuesta enumera varias funciones clave de las TIC en los centros educativos.
In order to assessing whether algae can reduce the pollution concentration of the effluents by
absorbing the nutrients, it is found that effluents can effectively be treated by employing algal organisisms such
as Oscillatoria and Stigeoclonium species and these organisms are frequently found in the polluted waters and
they were recorded as pollution tolerant forms. In the laboratory procedures out of the several media tested
Modified CHU No. 10 medium was found to be quite suitable for both the test organisms. It was found that up to
87% and 85% of phosphate uptake was achieved by Oscillatoria and Stigeoclonium respectively with 13% and
16% increase of D.O. in the effluents by the tenth day. In case of organic matter Oscillatoria removed 73% and
Stigeoclonium 70% up to tenth day
Ashish Lakhade is a data warehousing ETL tester with over 5 years of experience testing ETL processes using tools like Informatica and Ab-initio. He has extensive experience testing data loads, mappings, and reports on projects for clients in the telecom and banking domains. Some of his responsibilities include requirement gathering, test case development, execution, and defect tracking. He is proficient in SQL, databases like DB2, Oracle, and Teradata, and tools including Quality Centre, Toad, and HPQC.
The document discusses Enterprise Resource Planning (ERP) systems in the cloud. It provides an overview of cloud ERP, including the risks and controls organizations should consider. It also presents a case study of a large retail company that implemented Oracle Cloud ERP. The internal audit team assessed the project and found issues like personal information being accessible outside required regions and key financial controls not being correctly implemented. The document emphasizes that while cloud ERP provides opportunities, organizations cannot outsource risk and internal audit should be involved at all stages of a cloud ERP implementation.
Este documento describe diferentes tipos de publicaciones periódicas, incluyendo revistas académicas arbitradas y no arbitradas, revistas académicas generales, revistas populares, revistas sensacionalistas, y periódicos. Explica los propósitos, formatos, contenidos, vocabularios, conocimientos requeridos, ilustraciones, costos y disponibilidad de cada tipo.
Running head: RISK 1
RISK6
Risk Analysis
Mark Lasky
MGMT 495
American Public University
Professor Davis
March 29, 2018
Organizations face a lot of problems during their operation. Communication problem, performance, and interpersonal relations are among the problems that face many organizations. The proposed solution for these problems includes conducting the biweekly meeting and setting up training programs. An organization could be in a dilemma of deciding which solution to implement, therefore, assessing the possible risks of every solution and deciding which solutions could yield the best results is very important. It is also important to evaluate the possible risks to predict what could happen if the organization implement the solution. The following information will enable the leader to make the final decision for every proposed solution.
Conducting Biweekly Meeting
Conducting a biweekly meeting may sometimes be very overwhelming and confusing. Therefore, employees should need the following new skills to benefit from the meetings; willingness to share their goals with the manager and the rest of the members. By telling the manager what specifically they are working on, or what they are aspiring to work on so they can get help and get wherever they want. Another new skill that employees need is the readiness to describe their achievement in the organization. Communication of goals to the members of the meeting will enable the members to take the initiative to help the employee.
Willingness to ask for advice and input is also an important skill for an employee. It is important for employees to come to the meeting prepared with many questions that will require the manager to offer advice and take the role of mentorship. The other new skill is a readiness to discuss other issues connected to career development. Employees should be ready to discuss other issues connected to career development. After an employee has shared his/her direction and focus with the rest of the members, it is important to enrich the meeting in other ways. That is a good time for employees to ask about their strengths or weakness and where they need to improve.
The financial cost of conducting a biweekly meeting will be economical. There will be no financial costs for hiring conference rooms because they will conduct the meeting in a social room owned by the organization. This will enable the organization to save the money and spend it on other issues. If the organization will implement this solution communication barrier will decrease. This kind of meetings will encourage employees from different sections to interact. The interaction among workers will make them free with each other and enable them to communicate in a freer manner. This form of meetings will improve the flow of communication in both directions. This strategy will enable workers to communicate their challenges and give the organization a chance to completely understand their i.
1Abstract Fabrics Inc. is an organizationEttaBenton28
1
Abstract
Fabrics Inc. is an organization that focuses primarily on enhancing a global image in marketing all across the world by enhancing its competitive advantage. In order to enhance competitive advantage and improve the overall organization performance, Fabrics Inc. tends to concentrate on improving the professionalism and the skills of employees through an effective training program. Furthermore, the organization tends to ensure that employees can adapt to the market trends, including technological advancements and changes in a business environment. Objectively, Fabrics co. Aims to enhance improved performance and qualification of employees and ensure that they can use the developing technology in the production process. In order to meet these goals, the company needs to start a training program where employees in need of the skills will be trained (Blanchard & Thacker., 2019). Additionally, content that conforms to the goals and objectives of the organization need to be developed. Lastly, Fabrics Inc. requires a coach to carry out the training program.
Meeting these goals and objectives requires Fabrics Inc. to deploy the following steps: 1) Identify the primary goals (improving the performance of all the employees, equipping employees with new skills, and acquiring technological skills for employees). 2) Developing training content (enabling employees to share their experiences by utilizing their abilities and skills, creating a strategic plan that aims at improving employee performance, equipping employees with technological skills and using these skills in a training session, focusing on employee motivation and development of self-training techniques and methods). 3) implementation phase, which involves; planning and developing schedules when training will take place, identifying the time and place where training will take place, hiring a trainee who will coach the employees on the required skills, developing of the courses that will be learned during the training, selecting a target group and designing control strategies for monitoring the training (Blanchard & Thacker., 2019). 4) evaluation phase (analyzing the employee feedback and whether there are any notable changes in employee performance after the training program). Therefore, positive results imply that the training session is helpful in the achievement of goals that are based on improving employee performance at Fabrics Inc. the analysis is based on the strategies that Fabric Inc. need to use to provide the supervisors with the necessary training on how to handle their juniors.
Training Program
This company operates in a highly competitive business environment. Therefore, for Fabrics inc to remain competitive in the market, it must deploy strategies that will improve its operations. This strategy is based on developing a training program that will equip the employees ...
The document provides an in-depth analysis of coaching and mentoring. It defines coaching and mentoring, outlines their key differences, and examines how organizations incorporate them. Coaching focuses on short-term tasks while mentoring emphasizes long-term development. Several companies are discussed that employ coaching and mentoring programs, including Coca-Cola, Deutsche Bank, Barclays Wealth, Tesco and Saint-Gobain. Surveys show benefits include retention and personal development, while challenges include poor matching and lack of support.
This document provides a summary of a training and development project report compiled by five students. It includes an index listing the topics covered in the report such as the nature of training and development, importance of training, training process, and methods of training. It also includes two case studies on training at Hotel Taj President and Hotel Hilton Towers. The document encourages visiting a website for more projects, reports and information on topics related to management, marketing, human resources and other business areas.
The document discusses management development programs, which are programs initiated by companies to train and retrain managers. It outlines the typical process for developing management development programmers, including identifying desired competencies, determining skill and performance gaps, and creating customized development plans. Some benefits of management development programmers for employers and employees are also mentioned, such as higher salaries, promotions, a well-trained loyal staff, and encouraging diversity in management.
The document discusses the importance of training and development for employees and organizations. It makes the case that in a rapidly changing society, training and development are necessary for organizations to maintain a knowledgeable workforce. It defines key terms like training, which aims to improve current job performance, and development, which helps individuals grow and prepares them for larger responsibilities. An effective training system is systematic, improves skills for new technologies/methods, and improves employee performance and productivity. Regular needs assessments are important to identify what training is needed. The goals of training and development programs are to improve workforce quality, enhance employee growth, prevent obsolescence, assist new employees, and improve health and safety.
1. To determine the extent and degree of the training programmes fulfilling the set objective.
2. To identify and analyze whether the training’s input, trainings techniques and methods are in line.
The document describes an integrated approach using internal coaching, management development, and leadership to foster results and organizational achievement. It involves building internal coaching capability, enabling business leaders to leverage talent, and reinforcing culture change. The Co-Active coaching model focuses on fulfillment, balance, and process to support the client's growth through a designed alliance and cornerstones/contexts approach. Co-Active coaching aims to enhance quality and results in organizations.
The document discusses performance execution, which involves training and coaching employees, motivating them through counseling, and providing feedback and ensuring goals are aligned. It explains that training employees increases productivity and helps achieve organizational goals. Coaching involves recognizing excellence, areas for improvement, and identifying barriers. Counseling creates job satisfaction and improves performance. Feedback should be constructive and developmental to promote self-reflection. Ensuring goals are aligned throughout the organization helps unite cultures and involves employees in the goal-setting process.
The document provides an outline and details on performance execution. It discusses key components of performance execution including training and coaching, motivation and counseling, and feedback and alignment. For training and coaching, it defines them and discusses their purposes, processes, and how they can improve employee performance and organizational goals. For motivation and counseling, it defines motivation, discusses how it impacts performance, and guidelines for keeping employees motivated. It also defines counseling and its functions. For feedback and alignment, it defines feedback and discusses its purposes and how it should be delivered to be effective in improving performance.
The document provides information on performance execution, including definitions, important factors, and the roles of employers and employees. It discusses the components of performance execution, including training and coaching, motivation and counseling, and feedback and alignment. Training involves defining needs, support from management, and skilled staff. Coaching includes recognizing excellence, improvement areas, and barriers. Motivation impacts performance through goals and recognition. Counseling creates job satisfaction and personal development. Feedback should be a dialogue to recognize achievement and identify development areas.
A project report on training and development in sahara indiaProjects Kart
The document discusses training and development in organizations. It covers key topics like the importance of training, models of training, the training process, and training evaluation. Specifically, it outlines the systems model, instructional systems development model, and transitional model of training. It also describes the typical phases of training including needs analysis, design, implementation, and evaluation. Overall, the document provides an overview of training concepts and frameworks.
The document discusses training and development programs and their impact on employee performance and productivity. It begins by defining training and development and their objectives for both employees and organizations. It then outlines the research methodology used in a study, which included questionnaires distributed to 25 employees. The analysis found that most employees are actively involved in training and feel it helps boost skills, morale, and achieve goals. Training sessions typically last 1-3 hours and include both on-the-job and off-the-job components. The document concludes that regular training leads to improved employee performance and productivity.
This document appears to be an introductory section of a project report on employee training and development. The objectives are to lay the foundation for training and development at the author's organization and to improve the current training process. The scope involves exploring the field of human resources and gathering feedback to provide exposure. The research methodology will include an exploratory study through secondary data analysis and surveys, followed by a descriptive study using monitoring and interrogation to document the actual training process and suggest improvements. The limitations are the small sample size, reliance on respondent perceptions, and limited time for the study.
A project report on training and development with special reference to sahara...Projects Kart
This document discusses training and development. It defines training and development as improving existing employee skills and exploring potential skills to improve organizational effectiveness. The goals of training and development are to improve individual, organizational, functional, and societal outcomes. Training provides skills, education, development, ethics training, and teaches decision making. Models discussed include the systems model, which involves analyzing needs, designing training, developing materials, implementing, and evaluating training. The importance of training is also highlighted, such as increasing productivity, building team spirit, and improving organizational culture, climate, quality, and profitability.
The primary objective of the study is to lay the foundation for training and development at Tech Mahindra. Secondary objectives are to understand the current training process, apply learning in human resources, understand the importance and stages of training programs, and understand international assignment training. The scope of the study provides an opportunity to explore the field of human resources and gain exposure interacting with high-level managers through feedback on the training process.
Coaching, mentoring, and sponsorship are strategies to develop employees. Coaching is task-oriented and focuses on performance improvement through short-term goals. Mentoring is relationship-oriented and involves a senior employee guiding a junior one. Sponsorship is a higher level of mentoring where a high-status employee advocates for another's advancement. When choosing a strategy, companies should consider what environment will best help employees grow, such as whether individual relationships or team efforts are more suitable. The process used should benefit both employees and the company.
The objectives of job evaluation are to:
- Establish sound salary differentials between jobs requiring different skills
- Identify and eliminate salary inequities
- Establish a foundation for variable pay like incentives and bonuses
- Maintain consistent career growth guidelines
- Create a method of job classification for union negotiations
- Collect job facts for tasks, employee selection, promotion, and work simplification
There are quantitative and non-quantitative methods for conducting job evaluation scientifically, such as ranking systems, point systems, and factor comparison systems.
The objectives of job evaluation are to:
1. Establish sound salary differentials between jobs requiring different skills.
2. Identify and eliminate salary inequities.
3. Establish a foundation for variable pay like incentives and bonuses.
4. Maintain consistent policies for employee career growth and development.
5. Create a method of job classification for managing major wage issues in union negotiations.
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1. MBA Dissertation Sample on Globalization
Introduction
Coaching and mentoring are functions in the human resource that deals with
improving an individual, a team and the general organization. Executive coaching and
mentoring involves the strategic level of an organization’s management going through
a self-improving process to impact themselves, their teams and organizations. The
chief executive officer is expected to set a pace in the organization for his junior
employees and other managers. According to CIMA (2002), organizations can easily
incorporate coaching and mentoring programs in their organizations or hire
professional coaches to mentor their executives. This can also be the case at Skoda
Auto Company. Other than aspects directly affecting the organization, other elements
of the Executives’ lives are looked at. These include their life relationships, purpose and
vision, faith and fortitude and career development. Personal life also has influence on
how individuals carry on their tasks at work.
A mentor and coach need to create an environment that allows for open discussions
with the mentee. This develops trusts and gives way for committed participation. The
mentee’s individuality should be respected and follow up activities employed after
listening and interaction sessions. Feedback or response should be based on
constructive reasons and should be appropriate. As a trainer for CEOs, influencing
them to become mentors and coaches is part of the training procedures. There is need
for the CEO of Skoda Auto company to mentor and coach his junior staff. This paper
provides a report that justifies introduction of a coaching and training program at
Skoda as its Chief executive officer demands (Cook et al, 2004).
(I)Organization resources, procedures and parties involved
The mentoring and coaching procedures will require that some resources are used
from within the organization. The main resources that will be required from the
organization include time and human resource. Mentoring identifies potential and
cultivates it to achieve objectives set by a learner. The learner will therefore dedicate
time and personal commitment in order to be absorbed in the process. This makes the
learner aware of themselves and activities around them. Coaching will also require
time by the organization, however, shorter than mentoring. The leaner sets goals but
2. leaves to a coach setting of sub-goals and skills. In this case, the management should
be ready to receive feedback that the coach gives through observation. CEO will be
therefore required to apportion his time for other office duties and at the same time
observe how his leaners are faring on (Minter and Thomas, 2000).
The process will include setting of objectives and expected outcome from the process.
Objectives can be promoting the mentoring and coaching practices to be an essential
part of Skoda Auto Company in building the ability of staff and develop teaching and
learning within the organization. These objectives are not only set by the chief
executive officer, but will also involve other management level staff. Coaching and
mentoring is meant to help managers or executives build teams among other
objectives. This effort will therefore involve the executives and their staff at all levels in
order to form that team.
The program will be relevant to the general organization but can also be of special
assistance to specific people within the organization. One of them is those people
among Skoda Auto company staff who need to advance their skills and abilities.
Coaching improves individual performance and develops some skills which individuals
did not have before. This is achieved through a planned procedure involving personal
discussions and targets the learners’ objectives over a short period of time. Mentoring
or coaching is suitable for employees who come back to work after taking break from
work. It enables the employees catch up with any changes that occurred in the
organization in their absence. The program will not only help junior staff, but the coach
or mentor too who is the company’s CEO especially where both parties are working
through challenging matters. The aspect of performance improvement in coaching
and mentoring can be illustrated as shown below:
Application of the program
The program will also entail various procedures for it to work. The first procedure
includes creating a mentality of coaching and mentoring among the team. Before
implementing the program, the team needs to be mentally prepared for the coaching
and mentoring procedures. It will also work if a larger percentage of the team accepts
it. Some individuals are likely to misinterpret the system and look at it as a way to
compromise the management instead of a technique that improves people’s potential.
Communication to the team need to be emphasized by providing adequate
information on time when the programs will be used, what it will and will not solve and
a flexible scheduled that will be easily reviewed.
A mentoring procedure can then be set up considering aspects of the mentoring and
coaching procedures and how it is connected to organization strategies and purpose.
Skoda Auto Company CEO needs to be compatible with the leaners (staff) in order to
avoid issues such as misunderstanding on the basis of character conflicts. Since the
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3. staff will be involved, there has to be a schedule for participation so as all employees
are not mentored at the same time and normal work routine is left undone. Another
aspect that will need clarity is persons who will carry out the tasks of employees at the
time when they are being mentored and coached.
Finally, there is need for a mentoring and coaching brief after all parties agree on
setting up a mentoring program and commencing it. The stakeholders of the
company, especially management need to agree on what areas do they find it relevant
for mentoring and coaching. Objectives then need to be drawn afterwards and
expected outcomes should be realistic. A feedback procedure should be provided to
communicate outcome of the coaching and mentoring program so as to measure
whether objectives and goals have been attained (Megginson, and Clutterbuck, 2005).
Aspects to be considered while coming up with the mentoring and coaching program
include the current working situations of specific learners, their view of themselves
while carrying out specific roles and their goals in that role. The current work of mentor
or coach is also supposed to be considered and the person responsible for running the
mentoring and coaching program. Another element of consideration is relationship
existing between the two parties, mentor and leaners and aspects of accountability.
Since mentoring and coaching involves a team, the interests of the team should be
noted in terms of its dynamics, any possible changes and relationships within the
team. The general organization should also be remembered since the whole purpose
of the program is to improve performance and skills in the organization. They should
establish compatibility of organizational structure, culture, stakeholders and coaching
and mentoring program goals.
This model involves discussion structure for those leaners who are experienced and is
less directive. The first stage involves establishment of goals by the coach/mentor and
leaner so as to know what they want to accomplish. The mentor and coach together
with trainer should set aside almost half of the meeting for reality stage. The coach
needs to apply appropriate listening skills and for questioning too so as to state and
illustrate matters that are to be addressed. After identifying matters to be addressed,
the next questions asked by the coach will aim at helping the leaner identify any
possible options. Wrap up stage involves establishing actions, also referred to as the
confirmation stage for ability and spirit to act. The parties in this case agree on
activities that the leaner will be involved in during the time which they have not met.
An example of a coaching program standard targets and evaluation can be illustrated
as below:
MBADissertation.org
4. (II)Costs and benefits of coaching and mentoring program
Benefits
The coaching and mentoring program will provide a basis for improving leadership
skills, performance and relationships at individual basis, among team members and in
the general organization. Mentoring and coaching links the organization to a good
form of management. It will equip Skoda Auto’s managers with good skills and
willingness to listen to both employees and other stakeholders. It will also improve the
way management thinks by making them lateral thinkers, which is appropriate for
problem solving. Enthusiasm and creation of time are among the management
qualities that coaching and mentoring instills in managers to increase their
involvement in experiences brought about by new work. The management and
administrative school of thought encourage managers to be mentors and coaches of
their staff so as to motivate them to participate in a common process of leaning.
However, managers should learn to balance between active coaching and their
personal agendas so as to avoid possible conflict (Ehrich and Hansford, 1999).
Mentoring provides safety in the organization. First, the CEO finds some one he can
confide in as his mentor. Employees will also be safe confiding with their CEO their
fears, personal frustrations and doubts through sharing. The program will enable
MBADissertation.orgJames Weiss
Objective/Goal
Standard targets
Evaluation
Further recommendation
Coaching program
To work as an incorporated team player
-Share work load
-Voluntarily offer help to colleagues without being
asked to
-Proposing ideas
-Adequate communication with team members
Standard targets met amount to 80%. Observed very
good progress in sharing workload and undertaking
responsibility. A number of good ideas were put forward.
Although there is communication of ideas within the
team, it is not as effective as possible.
It will be appropriate to take charge of the project of a
team which will demand ongoing sessions of briefing
with the team so as to attain success in the project.
5. employees view the senior as a friend without being worried about their working
relationships, job security and career. In case of a professional mentor to train the CEO,
the executive will not be worried about his own image or that of the organization as a
result of sharing his personal fears and those at work. The free interactions improve
self- awareness of individuals within the mentoring and coaching team and people are
also able to interact with others whose personalities are different from theirs.
The program will ensure that an environment is created where discussions are openly
carried out and support offered for mentees. Mentoring is not an issue of giving advice
and walking away, but developing a strong and lasting professional relationship with
an organization. Mentoring improves communication at all organization levels
including vertical and horizontal communication. This in turn boosts the commitment
of teams and individuals towards the organization and their participation in attaining
organizational goals and profitability. Participants will develop more interest to acquire
knowledge and skills that will result to increased productivity in the organization
through quality delivery of services. Since the program opens up opportunities for the
employees, they will be positive at work knowing that the organization and
management understand their interests. Positive working translates to organization
productivity (Thomas and Saslow, 2007).
Self-awareness through the mentoring and coaching program will give workers and
the CEO of Skoda Auto Company confidence to handle challenges. This also includes
people who are loud and exasperating. It will enable them to believe in themselves and
their capabilities which translate to appropriate behaviors and attitudes, within and out
of the organization. This in turn saves time for conflict resolution and ethical briefings
thus more time in the organization will be dedicated to production. When personal
performance is improved, it reflects in the general performance of the organization.
The problem of employee resigning will be reduced and more will be retained due to a
favorable work space that is a positive organizational culture (Brandham, 2005).
Costs
There are also costs that the company is likely to incur as a result of implementing the
coaching and mentoring program. One of them is damaging management and
leadership styles of the respective manager who is to mentor their employees. A good
management style is susceptible to damage if not separated from management.
According to Spencer-Arnell (2005), a distinction is preferably necessary so as to
separate the mentoring or coaching responsibilities from management
responsibilities. For instance, in case of a team, the manager might fail to divide his
time among all members in the team and end up coaching or mentoring one member
more than others. This is likely to compromise his qualities as a good manager.
Hiring an external coach will involve a number of costs in terms of fees that they are
MBADissertation.org
6. paid to train, coach and mentor. Either external or internal, coaching charges are
incurred by the organization. If the organization opted for internal mentor and coach, it
will also incur training costs and continuous fixed costs. Because of the costs on fee,
the organization expenses are therefore increased than normal expenses before
implementation of the coaching and mentoring scheme. Accounts and finances will
have to be adjusted to accommodate the changes. The aspect of time is also an issue
in this case since most time is lost that is chargeable due to coaching and mentoring
of individuals. A longer time is also used in application of coaching as a learning
technique which is a double way process.
Recommendation
The company should consider incorporating a coaching and mentoring program in its
organizational structure. This is to help the CEO and other company employees to
improve their skills and create self-awareness s other than building a spirit of the team
among them. Although there are also costs involved in the program, the benefits of
having a coaching and mentoring program outweigh its costs. Therefore benefits
accrued will be more than costs incurred and that will translate into a profitability of
the business.
(III) Organization culture and knowledge management system of couching and
mentoring
Coaching and mentoring program is likely to cause changes in the organization culture
of Skoda Auto Company. The company initially did not have mentoring and coaching
functions among the responsibilities of a Chief Executive Officer. This culture will be
changed in case the scheme is introduced in the organization. The CEO will have to
perform his managerial duties and also act as a mentor and a coach to his junior staff.
Communication culture will also be changed. Mentoring and coaching program aims
at encouraging communication among team members and with the coach or mentor.
Communication culture is therefore enhanced and people are able to interact with
each other. Communication between team members and the manager will also be
enhanced at professional and personal level as the members will feel safe sharing their
fears, doubts and frustrations with the CEO without fear of losing their jobs or affecting
the professionalism that existed before (McManus, 2006).
Another organizational culture that is likely to be incorporated in Skoda Auto Company
is interaction culture in teams at professional and personal levels. This is then
provided by the mentoring and coaching program by encouraging interactions within
teams and with their leaders. Interaction enables sharing of information.
The knowledge management system is well handled in case a mentoring and
MBADissertation.org
7. coaching program is incorporated within the organizational system. Introduction of a
system to transfer and reuse knowledge is important in cutting organizational costs.
Work redundancy and uncertainty will also be avoided by the company. Companies
require knowledge systems that will provide their staff with valid and approved
knowledge especially in cases where the matters being faced by employees is new
and less familiar to them. Implementation of such knowledge systems require
presence of mentors and people that staff and management can trust. A mentoring
and coaching program provides such expertise to solve knowledge management
problems especially were the mentor is an externally hired professional. An internal
mentor with mentoring skills and knowledge will be appropriate to help in managing
the knowledge problem (Howard et al, 2005).
(IV) Benchmarks for success of coaching and mentoring scheme
A feedback mechanism will be provided to ensure that results are measured to
determine if success has been attained through coaching and mentoring.
Questionnaires will be formulated which will be presented to staff and clients of Skoda
Auto company so as to determine whether the mentoring and coaching program has
had any impact on the CEO and the staff themselves. Other than administering
questionnaires to get feedback from the stakeholders, open discussions and
interviews can also be conducted with the individuals to get their response of the
current condition in the company in terms of service delivery and management
participation. A positive response will reflect improvement in business performance
and will therefore be encouraged. However, negative responses might communicate
failures at some points which will be identified and corrective measures taken.
The success of coaching and mentoring program can also be measured through
returns on investment (ROI) technique. Jones (2007) states that measuring the
success of the program involves measurement of value by linking coaching and
mentoring to business goals that are meant to be attained. Value in this case involves
value attainment and senior management expectations. In other words, success of
the program is measurable with CEO expectations of the outcome. The expectations
are then compared to coaching and mentoring program outcome. If met, then it is
encouraged. If expectations are not met, then there is need to determine factors that
led to unattainability such as unrealistic expectations or failure of the system to
deliver.
Increased return on investment is a decisive element measuring success of the
mentoring and coaching program. Partnership coaching is another indicator of
success in the coaching and mentoring program. According to CIPD website (2008),
practicing coaching in partnerships indicate that the company has closed the gap
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8. between its business values and mentoring and coaching practices. It is also
indicators of success in inter business communication and communication with
leaders which is a component of the mentoring and coaching program.
The success of mentoring and coaching program can also be reflected in the ability of
the chief executive officer. If the program is successful, it will be indicated by a
value-added ability of the CEO to mentor, coach and develop other staff of Skoda Auto
Company. If more than sixty five percent of the team participants indicate that the CEO
has a notable impact on their potentials, those will be considered as success
occasioned by the mentoring and coaching program (Jones, 2007).
Coaching and mentoring procedures mean more than just getting into the
organization, offering advice and leaving or going on with other work routine. It
involves developing a relationship with the people being mentored or coached.
Organization resources such as the human resource and time are utilized so as
achieve the objectives of the program. However, company’s business routine need to
continue as usual and therefore reallocation of resources and adjustments need to be
done by the human resource and finance or accounts department. In the case of
Skoda Company, it has been established that implementation of the program will be
appropriate since benefits derived are far much more than costs incurred. This proves
the viability of the program. Mentoring and coaching is also responsible for
transforming an organizational culture and help improve knowledge management in
the organization. In addition, there is need for procedures necessary for measuring the
success of a mentoring and coaching program.
Bibliography
Articles
Spencer-Arnell, L. (2005). Coaching and mentoring: unleash your potential. CIMA
Insight. Retrieved from: www.cimaglobal.com/insight
Minter, R. L. and Thomas, E.G. (2000). Employee development through coaching,
mentoring and counseling: a multidimensional approach. Review of Business, Volume
21, Issue 1-2, pp 43-47
Thomas, N. and Saslow, S. Improving productivity through coaching and mentoring.
Chief Learning Officer, May 2007, Volume 6, Issue 5, pp 22-26
CIMA Technical Briefing. (2002). Mentoring and coaching: an overview. London: CIMA.
Retrieved from: http://digbig.com/4xaxm
Ehrich, L C and Hansford, B (1999), ‘Mentoring: pros and cons for HRM’, Asia Pacific
Journal of Human Resources,Vol 37, No 3.
MBADissertation.org
9. Jones, R. (2007). Measuring the Success of Coaching and Mentoring. Human capital
institute: Mentium.
E-Books
Adubato, S. (2006). Make the connection: improve your communication at work and at
home. New Brunswick, NJ: Rutgers University Press
Cook, S., Macaulay, S. and Coldicott, H. (2004). Change management excellence: using
the four intelligences for successful organizational change. London: Sterling, VA:
Kogan Page
Megginson, D. and Clutterbuck, D. (2005). Techniques for coaching and mentoring.
Amsterdam; London: Elsevier Butterworth Heinemann
Other books
Howard, M., Hawkins, P. and Goldsmith, M. (eds). (2005). The art and practice of
leadership coaching: 50 top executive coaches reveal their secrets. Hoboken, NJ: John
Wiley
McManus, P. (2006). Coaching people: expert solutions to everyday challenges.
Boston, Mass.: Harvard Business School ; London: McGraw-Hill [distributor]
Websites
CIPD: The HR and development website. (2008). Provides advice, guidance and tools
on coaching and mentoring: home page; learning and development section; coaching
and mentoring. Retrieved from: www.cipd.co.uk
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