...nations, face a shortage of teachers and candidates from countries like India fulfill their teaching requirements. In fact, the requirement is high not just for teachers, but also for school administrators, teacher's aides, and instructional coordinators. The objective of this paper is to find out the role of the school administration in enhancing the productivity of teachers through the process of mentoring. The word Mentoring has its origin in the Greek Language. “Mentoring--from the Greek word meaning enduring--is defined as a sustained relationship between a youth and an adult” [Dennis, 1993]. It is the process in which successful individuals go out of their normal routine to help others to establish goals and develop the skills to reach those goals. This means that mentoring is more like adopting a person and showing him a path, mostly a tried and tested one by a successful senior. The elder person always provides support, advice and assistance in times of need. There are basically two types of mentoring: they are natural mentoring and planned mentoring. Natural mentoring happens informally as in families. Planned...
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...Role of the Mentor Introduction In line with the preparation of mentors, this assignment will aim to look at mentorship in depth. A variety of aspects around mentorship will be discussed, the first being the emergence of mentorship. This will explore what emphasis was placed on learning prior to Project 2000, and then moving to present day and the different documents that were implemented and the benefit these had on the mentoring process. Several definitions of mentorship will be addressed due to the lack of consensus regarding this. As a result, a clear distinction will be made between the differences of clinical supervision, perceptorship and the mentoring process. This will lead onto the role of the mentor, focusing upon relationships and the different theoretical perspectives around the formation of these. Also being explored in this section will be characteristics needed by the mentor as well as their responsibilities. The following topic to be explored will be learning styles and the environment. A definition of learning will be offered leading onto the learning environment and audits that are in place to ensure placements are up to scratch. This is followed by a description of learning models, looking at research that displays deficits with these. Also being looked at are the individual learning styles and characteristics. The final topic will be assessment; the author will offer a definition of assessment. This will lead onto formative and summative assessment...
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...Definitions The definitions below are to explain the research clearly: Mentor. These are individuals whom possess both experience and knowledge in the work place, and because of this, they are able to offer guidance to those who are starting in their company (The Pennsylvania State University, 2005) Protégée. The individual whom the mentor provide with guidance and support (Journal of Business and Psychology, 2001) Social Exchange Theory. Social theory that states that people continue or terminate relationships based on the weight of the benefits and costs of doing so (pyschologyabout.com) Leadership. A relationship between leaders and followers, both individually and in group, in mutual pursuit of organizational outcomes and in the fulfillment of individual needs and wants (Mavrinac, 2005) Value. The regard that something is held to deserve; the importance, worth, or usefulness of something (google.com). Methods and Procedures The primary research was conducted by administrating an electronic survey to ten working people. The survey ranged from questions on their thought of mentorship in the work place to whether they had actually implemented it and if was proven successful. Secondary research was gathered electronically. Findings Since its early history, mentorship in the workplace has proven to be successful in almost all instances when implemented correctly. Through mentorship, protégées are able to learn the both the values of the company and...
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...mostly unsupervised and the innovative ideas I have applied to GCSS-J and other programs has established a trustworthiness of my character to TEP for my own task or a current one already contracted by the company. 2. I want to continue in enhancing data accessing or mining applications for the GCSS-J program, as well as mentor others in applying the same application to their programs. Leadership: 1. Since the trust of the company’s leadership has seen fit to place me in areas of greater responsibility, I want to continue with working with peers and mentoring less experienced associates, so the company may optimize my experience. Teamwork is an essential element in TASC’s service to our government. 2. With my seasoned experience in testing protocols and the research requirements prior to fielding, my valuable knowledge would be appropriately used in leading a program or assigned more involvement in mentoring others in preparation for testing, requirements during the testing, and standards for compiling testing data. Development: 1. I would like to continue my development at TASC by submitting a bid for a government project. In so doing, I would research, coordinate, and conduct all phases required to meet the contracted project. Concurrently, if the task requires additional personnel, I want to develop an environment of responsibility while leading the task with the core competencies of leadership, mentorship, and accountability. 2. I want to continue...
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...Biblical Worldview Essay As I have learned in this course, and the last five months of rebirth and renewal in my Christian faith, we all are created in the image of God. He desires a personal relationship with every one of us, and He seeks each of us out to have that relationship. Yet many of us turn away from Him and his love for a multitude of reasons. Inspired by my own life experiences, my future career plans are to become a peer mentor, or crisis counselor helping other fellow veterans with their life challenges. That is if I ever go back to work, as my accident in September has left me unable to work, in which case I would then use my knowledge and life experiences to do the same but in a volunteer capacity. I feel that this is what I am destined to do, and on the day of my wreck, God gave me that message. By using a foundation based on my Christian worldviews, and personal experiences I feel that I can greatly help to inspire, motivate, and encourage my patients to not give up, to know that they are not alone in their struggles, and that everyone has a life plan, they just need guidance finding it. One example I could use without evangelizing to my patients is the power of renewal. A lot of veterans with PTSD usually do not have a strong Christian faith as I once didn’t, and sometimes totally discount God and religion, (as I had done). Renewal is the process of restoring spiritual strength coming from new birth. The experience of coming home from a combat zone after...
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...Running head: MENTORING Mentoring in Organizations Eula M. Todd Troy University MGt6671-XTIB Dr. Rod Blackwell September 26, 2011 Abstract The purpose of this paper is to provide readers with a greater understanding of the mentoring process and the different types of mentoring available to organizations. This project also seeks to enlighten readers on the advantages of mentoring relationships for organizations, mentors, and mentees alike. Mentoring in Organizations Mentoring and coaching are words that may be used interchangeably in regards to employee development. Mentoring is a process that typically involves a one-on-one relationship between two members of an organization’s workforce. Mentoring programs are believed to be extremely beneficial for organizations. In fact, “much of the excitement over mentoring in business and industry originated from a 1979 article in the Harvard Business Review, which claimed that professionals who had mentors reported higher levels of satisfaction, earned more money at a younger age and were better educated (Gibson, 2004, p. 263).” Research conducted from about 1989 to 2004 indicated that improved job approval and greater salary levels, better rates of advancement, improved levels of organizational obligation and socialization, and reduced feelings of alienation in the workplace are indeed benefits associated with mentoring programs. (Gibson, 2004) Just as the benefits of mentoring programs are numerous, so also are...
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...success in rolling out a mentoring program, while others achieve only a modicum of success? We believe that the companies that are most successful view corporate mentoring as an organic process, meaning that they understand that mentoring programs evolve and grow. Our experience demonstrates that the difference between mentoring success and failure lies in the ability to build capacity and integrate learning continuously. In order to create a successful mentoring program, you should answer 20 questions. We've included dos and don'ts for each, based on research and our experience in developing a mentoring program at Brown-Forman Corporation. 1. What are our business reasons for developing a mentoring program? You should develop a mentoring program if and when you have solid business reasons, such as to speed up the development of future leaders or to share organizational knowledge. Do your homework. Look at employee retention rates, the percentage of senior managers who will reach retirement in the next five to 10 years, current bench strength, and developmental objectives. Don’t develop a mentoring program because it’s popular or because you've read that it works for other companies. 2. What organizational support exists and what needs to be developed? Successful mentoring initiatives require visible support and involvement from the highest levels of the organization. Do develop a mentoring program when senior leadership...
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...About Mentoring As young business professionals, you have so much potential to impact the future, both within the ranks of this company and beyond. You have your degrees, some of them even advanced degrees, hanging on your cubicle walls. You’re working hard to earn professional designations in your field. But I’d like to talk to you about a vital resource that you may be missing out on as you prepare for leadership: a mentor. I know that having a mentor may seem a bit juvenile or maybe even beneath some of you. However, every single one of the company’s executive officers states that they currently have a mentor who is either a peer or one level higher than they are. The only exception is the CEO, who has no one higher ranking. However, even he admits to having a mentor of his own outside of this organization. This is not a coincidence. These successful executives maintain mentoring relationships because they believe in them. They all attribute many of their career achievements to the effective mentors they’ve had. The mere task of selecting a mentor may be enough to prevent some of you from doing so. Here’s a tip: determine what your goals are, and select a mentor who excels in those areas. This could be as general or specific as you’d like. If you struggle with public speaking, partner with a mentor whose rhetoric you admire. If you want to know how to move up the ladder quickly, find someone else who has done it and ask them to help you plan your next steps. ...
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...Possess My Soul through Self-Care and Mentorship. To start out one needs to understand what is being stated in “Posses My Soul through Self-Care. As stated in our reading it is to develop a resiliency or bounce in our lives. Bounce meaning we are prepared and capable to overcome difficulties in our own personal life. Simple put, our ministry will not be any stronger than our personal and family life. When we are healthy, both physically and spiritually, we are able then to minister to those the Lord has put in our lives. But, so often we fall into the trap of the world around us in thinking, “we can have it all, and have it all now. This only reinforces the aching “hole in the soul” that so many suffer in the midst of our material abundance, and intensifies the stress that we all live under in our 2/7 socio-cultural landscape.” (Clinton & Hawkins, 2009). We interact with people around us on a personal level, along with trying to perform the calling on our lives, helping others all the time. This causes us to forget about the most important person, our self. We must be prepared ourselves daily, spiritually, physically, emotionally and mentally to be able to give out anything other than the leftovers. When we are at this point, we will be able to handle any counseling situation that is before us. Wayne Cardeiro says it is a tragic flaw of many leaders is that they cannot recognize their limits or acknowledge their need for others as the demands of work or ministry...
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...Mentoring is the social foundation of research. The mentor has the opportunity to draw the best from the junior person by acting as an adviser, teacher, role model, motivator, and supportive advocate. Mentoring is an ideal way to pass ethical and professional values to others in the field. Institutions that pursue long-term development and growth must foster an encouraging, jointly supportive environment. A key element in that cultivation process is creating a mutually respectful relationship between mentor and trainee. Learning Objectives After reading this module, you should be able to: * Clarify the roles and responsibilities of mentors and those that they mentor. * Provide guidance to assist all who participate in research to avoid problems and to optimize the mentoring experience. * Describe barriers to mentoring, particularly for women and minority researchers, and potential solutions to these barriers. * Describe the importance of mentoring and the way in which mentoring occurs. ------------------------------------------------- Foundation Mentoring is one of the primary means for one generation of researchers to impart their knowledge to the next generations. More than textbooks and formal classes, the relatively informal dimensions of research, including the relationship between mentor and trainee, prepare the next generation of professionals. In her 1977 speech at the Nobel Banquet, prizewinner Rosalyn Yalow addressed the students of Stockholm, identifying...
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...students by sharing their own experiences and knowledge of the company (http://www.ehow.com). Susan, we can start recruitment beginning with a plan. We can make plans on presentations at local businesses, PSAs on the radio, and a booth at community events, but recruitment is just as likely to happen in a casual conversation at the grocery store. Successful recruitment is an outcome of overall program quality. Simply put, if yours is a well-run, professional program, recruitment will be a whole lot easier because those qualities will shine through in everything you do. Potential volunteers will feel positive about participating in what you are doing, believing that their experience with you will be a good one. Horace, you are right a mentoring program will be a fantastic way to continue to hone their customer service skills as well as to begin to develop them for other positions in the organization. A mentor program also helps people to be a lot more productive, better socialized, and less stressed while at the work place....
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...Mentor/Coach A good mentor or coach is someone who: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. FLICC Human Resource tWorking Group Leads by example. Has seasoned experience in your field and willling to share skills, knowledge and expertise. Has integrity. Shares similar values. Gives advice based on experience. Listens. Has good contacts (a network). Helps you learn what they didn’t teach in school – or the practical aspects of your career. Helps you navigate the politics and bureaucracy. Desires to help others succeed. Has positive experience. Has a good reputation for developing others. Has time and energy to devote to mentoring. Has up-to-date knowledge. Has a learning attitude. Has demonstrated effective managerial/mentoring skills. Creates opportunities and opens doors. Knows your strengths and abilities. Wants you to succeed. Wants you to be independent. Is a continuous learner. Communicates hope and optimism. Provides guidance and constructive feedback. Is respected by colleagues and employees in the organization and the professional community. Sets and meets ongoing professional goals. Values the opinions and initiative of others. Motivates others by setting a good example. Broad themes 1. 2. 3. 4. 5. 6. Mentors listen. Mentors guide. Mentors are practical. Mentors educate. Mentors provide insight. Mentors are accessible. 7. 8. 9. 10. 11. 12. Mentors criticize constructively. Mentors are supportive...
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...improve the protégé’s personal growth and professional development (Kram 1985, Shea 1992, Clutterbuck 1991). Gibson and Hezlett (2005) add that mentoring will remain a profitable tool for human resource development as employees are more empowered and have more responsibility for managing their own careers. Although, outcomes of mentoring relationships are determined by the roles played by mentors and mentees, the functions used by mentors are very important as they contribute effectively to the outcomes of the relationship. Over the years, different researchers have produced different mentoring functions. However, they all classify their functions based on the theory of Kram 1985 (Ragins and Cotton 1999). Therefore, for the purpose of this research, the researcher refers to Kram’s theory in 1985. She defined mentoring function as “essential characteristics that differentiate developmental relationships from other relationships” (p. 22). She further classifies the functions into two: career and psychological. The career functions are further divided into five: coaching, challenging assignment, protection, sponsorship and exposure and visibility. The psychological functions are divided into four: friendship, counselling, role modelling, acceptance and confirmation. She further explained that a mentoring relationship with the correct mentoring functions has the potential to enhance career development and psychosocial development of both individuals. This means that mentors should be...
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...Mentoring Mentoring is something that is used every day in life. People are often mentors and do not even realize it. There are two different types of mentoring that can take place. The first is informal mentoring, an example of which would be directing someone to a classroom or helping someone understand an assignment. The second is formal mentoring which takes place in a workplace or school. The organization assigns someone to mentor a colleague, and make sure that they fully understand the tasks given, and are a resource in a situation that the mentee cannot resolve themselves. Both methods are very effective in everyday life and are used by many people. Organizations can bring greater predictability to the workplace by establishing formal mentoring systems. Mentoring is a method people use to help other in making sure that things are done efficiently and effectively and that people have the support they need when they are stuck in a situation they may not be used to dealing with and may not know how to fix. In order to better understand how mentoring can be applied in a real world situation, we interviewed three people in the St. Lawrence Business faculty who are directly involved in mentoring. First we mentored Melinda Vanzanten, who was a mentee, Ann Vadala, who was her mentor, and finally John Conrad, who organizes mentoring in the faculty. Our first interviewee was Melinda Vanzanten, who gave us some personal accounts of how mentoring has affected her professionally...
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...Local Literature Mentoring Program. Mentoring programs emerged in many countries as an effective response to the plight of the youth. Mentoring schemes have expanded rapidly with increasing number of students, young professionals, as well as, adult volunteers unselfishly giving their time and effort to help19 these young people in institutions, schools, community agencies, and in their own respective localities (www.danilozuno.tripod.com/FilMentoringInc.htm). On the other hand, “Fil-Mentoring, Inc.” (Filipino Integrated Learning through Mentoring, Inc.) was formally organized in 1994 as a non-profit and voluntary organization involved in propagating Mentoring schemes and develops supplemental learning particularly for the Filipino street children. Composed of mostly young professionals, “Fil-Mentoring, Inc.” was created with a vision of providing these children with adequate skill in enhancing their God-given talents, at the same time, monitor and guide their academic progress. “Fil-Mentoring, Inc.” also seeks to assist other institutions, government and non-government agencies involved with street children, in setting up Mentoring programs that could result in the establishment of a national forum for research on effective Mentoring schemes and programs (www.danilozuno.tripod.com/ FilMentoringInc.htm). Mentoring involves volunteers who assist in institutions, community agencies, churches, and schools on a sustained...
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