...Peer coaching verses traditional coaching Peer coaching has being observed from this abstract to have being far productive than the traditional mode of teaching more so in the three parameters that were tested. Their were instances whereby peer coaching was found to be not a good tool to use or may present unwanted results. Pre service teachers lack experience so when peer reviewing they may give wrong suggestions leading one to wrong conclusions or direction to take in the future, such as incorporating in his lessons materials which the peer reviewer felt was missing yet it might not be required. She/he may include a certain degree of bias in his assessment and suggestions which will lead to his suggestion lacking much usefulness and relevancy, like when a peer reviewed teacher in his or her own opinion insist that the other uses a certain technique that he/she did not use in her lesson and feels it’s the cause of why her/his lesson didn’t reach his objectives. Note she/he didn’t use the technique yet she is vouching for it (quoted from audio tape no.5B extract). While we appreciate that peer coaching leads to instant “results”, those results are not a product of proper analysis due to the urgency by which they are given-at the end of a lesson, they luck in depth unlike those that the traditional preservice teacher students will get from an experienced supervisor and an experienced teacher , Traditional coaching does not provide the student with enough interactions with...
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...Foundation Design: Coaching and Mentoring Introduction Organisations are increasingly evolving quicker due to globalisation and advances in industries and technology. These events have made market environments progressively more competitive and have changed the economic climate in which organisations operate. Unfortunately some organisations have had to implement restructures and reductions in workforce to ensure survival. Foundation Design are one of these organisations whose company size has gone from 1,513 employees to 780 employees. During the restructure of the organisation the Chief Executive Officer (CEO) identified that changes were required to its leadership profile and coaching and mentoring programmes. These changes were made to embed new skills and behaviours and support cultural change within the organisation. Why Coaching and Mentoring? Foundation Design are making steps to move towards a learning organisation, one that recognises the benefits in developing its employees, as individuals and teams. Learning is also seen as a step in the facilitation of behavioural change. The ‘Learning organisation’ was developed by Peter Senge (1990) and supported the need for learning and development of workforces, coaching is one way of making these developments. Coaching can support learning which is taking place through Leadership training and can assist in bridging the knowing-doing gap, by encouraging action to be taken. Coaching is ‘the facilitation of...
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...more concise emails and letters to avoid information overload. 6. Less attention to factual data and think ‘outside the box’ so that long term visions of services are not overlooked. 7. Learn to challenge directives on occasions in support of what is best for the department and staff. | * Management by Wondering Around (MBWA) in both sites’ laboratories * Have regular tea-breaks and lunch with staff in staff tea room. * Attend Laboratory Staff Meeting and Educational Training 6 monthly * LMS personal coaching * Experience active discussion in PMB (Pathology Management Board) meetings * LMS personal coaching * Proactive in receiving feedback from peers and staff * Continual experience in staff appraisal * LMS seminar: Coaching for Managers * Continual experience in staff appraisal * LMS seminar: Coaching for Managers * Learning to give constructive feedback from my appraiser in my personal NHS appraisal * LMS personal coaching * Learning from line manager’s and other Specialty Directors’ emails and letters. * LMS personal...
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...experience with a mutually agreed goal of having the less skilled person grow and develop specific competences.” (pg Xiii) I have enjoyed this kind of informal mentoring and have gained much from working with different colleagues, as each NQT brings something different as part of their personality and experiences. More recently and more formally I have mentored a final placement PGCE student and this academic school year, who I am basing this portfolio on, an NQT student and a first year PGCE student. Both of which have been totally different mentoring and coaching experiences especially with mentees being at different stages of their career. A number of writers/researchers hold the debate over the definition of coaching and mentoring. With the NQT student I feel I have taken on more of a coaching role for example Whitmore (1995) as cited in Rhodes (2004) suggests that coaching is: “Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” (pg 25) Similarly Downey (2001) in Rhodes (2004) discusses the idea that the role of coach is one of facilitator. I believe that these definitions represent more closely the...
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...Do Not Face Discrimination in Hiring,” are Roger Clegg and Greg Franke. This article was published in Opposing Viewpoints: Sports and Athletes in 2005. Also, there are two peer-reviewed articles that I am using to support my argument. The authors of one the editorials, “Decision Making in Hiring: Intercollegiate Athletics Coaches and Staff,” are Keith Harris, Richard E. Lapchick, and Neza K. Janson. This editorial was published in New Direction for Institutional Research in the winter of 2009. The author of the last piece of writing, “Tackling Unconscious Bias in Hiring Practices: The Plight of the Rooney Rule,” is Brian Collins. This piece of writing was published in New York University Law Review in June 2007. “Minorities Coaches Do Not Face Discrimination in Hiring” simply explains what its title says; that minorities coaches do not face discrimination in the hiring process for coaching job. Meanwhile, the two peer-review articles, “Decision Making in Hiring: Intercollegiate Athletics Coaches and Staff” and “Tackling Unconscious Bias in Hiring Practices: The Plight of the Rooney Rule”, explains in greater details that the first article is not true and that minorities experience a lot of difficulties when trying to find a coaching job in sports. Throughout this paper, key terms such as minorities, coaching, and discrimination, will be used a great deal of time as each author explained their beliefs. Even though both sides of this argument are very compelling, there is only one...
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...VProfessional Former IT Director Addleshaw Goddard and Eversheds ‘This is a book that presents an often complex topic in a logical, easy to read and readily digestible way that is immediately useful to anyone busy setting up their business. In particular the clear, concise chapters and subsections allow the reader to easily identify and focus on a particular area of interest, without having necessarily to read the entire book in one go. It can therefore be used informally as a ‘‘user manual’’ or as a formal, technical book. If you are setting up – or are thinking about setting up – a coaching business, or for that matter any other small business, I recommend it – highly.’ ADRIAN OLSEN | Managing Director and Head of Global Project Finance Bank of Ireland Corporate Banking ‘I would readily recommend this book to anyone thinking of setting up their own business, whether or not it is in the field of coaching. It covers the whole spectrum of what it takes to organise and run your own enterprise. The book is both a reference and a learning tool that takes you through the process of understanding everything about setting up your practice and also your own motivations for doing so. By posing a series of key...
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...THE SUCCESS OF COACHING AND MENTORING COACHING FOR SUCCESS Building a Successful Training/Coaching Team (Arneida McDonald) (August 18, 2010) Prof. Lezlie Clay BUS310, Training and Development Strayer University Online Building a Successful Training and Coaching Team Business coaching and a training helps get any business running at peak performance and help keeps the company’ skills sharp. When you work with a business coach, you commit to being your best in business and in life. The business coaching relationship is simple and working with a business coach forges a foundation for the success that any manager wants most in business. In the business environment, coaching and training team is imperative to have within your HR department; the tools provided by these two teams in a company are one of the key elements to success to any organization. As anybody knows, companies have a diverse number of employees that might need additional assistance depending on their background (language, religion, etc.), level of knowledge and skills. When situations like this arises in any organization, the HR in particular should have a coach to assist any employee to help the open up and share the problem that they are going through even thought, it might be related to other employees, the supervisor, or the job itself. At this point is when coaching becomes a feedback for any manager...
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...Everyone has different skills that they have acquired over the years or that they naturally have. Many skills are needed to be a successful in life and in the workplace. These skills are based on one's emotional and social intelligences. The four categories of the emotional and social intelligences are self awareness, social awareness, self management, and relationship management. According to the Hay Group survey, I have a strong aptitude to self awareness and social awareness. I believe that my strongest skills are being aware of my emotions, adaptability, and working in a team. I have always been aware of my emotions whether they be positive or negative emotions. My strongest ability is being able to adapt. I have done this many times, even by living in other countries. Adaptation is necessary because it shows that you are able to change. I also believe that having the ability to adapt allows me to work in an environment that has many different cultures since I want to work in an international firm. Not only do I want to work in an international firm, but I would like to be a leader who is able to liaison between different cultures. I want to be able to aid different cultures to work together to an end business goal. I have much more that I need to develop as I had low scores in self management and relationship management. One of my main issues I believe that has causes me to have these weak emotional and social intelligences is that I have been unemployed for over...
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...Leadership Coaching is the latest buzz—but all too often companies embark on coaching initiatives that are not well thought out, that their executives do not embrace, and that are doomed to fail. In Chapter 24 of the OWP (Orchestrating Winning Performance) Book 2008, “Riding the winds of global change”, to be published in September 2008,Professor Jack Wood explains how organizations can instead implement a thoughtful, integrated coaching strategy which can deliver long-lasting results. The purpose of coaching isn’t performance improvement HR managers often assume that the purpose of coaching is to increase managers’ performance. However, our survey of participants attending a pilot coaching session in the OWP revealed that this is not what executives want. The top three coaching objectives were: - life development – balancing personal and professional roles more effectively - leadership – developing interpersonal and team leadership skills - self-awareness – becoming more aware of my shortcomings and growth opportunities as a leader, and understanding the origins and history of my behavior in work and its impact on others. The difference between coaches, mentors and managers Coaching initiatives fail in part because the distinction between the role of manager, mentor and coach is not well understood. Each can each help executives meet their principal objectives—life development, leadership and self-awareness—but a manager, a mentor and a coach are not the same things....
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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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...important to have fully trained and well-versed employees, which can help make or break an organization. By having an employee development plan, or career path if you will, it allows employees to set career goals. This allows companies to ensure employees are fully capable of performing their assigned duties. The following chapter, Chapter 9, discussed methods of employee development. This chapter covered current trends associated with formal education, effective development strategies, as well as how to design a development program. This review will focus specifically on mentoring, coaching and the benefits associated with each method of training. Mentoring and coaching both want to achieve the same goal, a productive, highly motivated employee for their organization. A mentor is an experienced, productive senior employee who helps a less experienced employee (protégé) (Noe, 2010). A coach is a peer or manager that works with the employee to motivate them, develop their skills and provide feedback to the employee (Noe, 2010). Each of these programs foster an environment that shows that companies are concerned with employee growth and development and by partnering a new employee with a veteran employee companies can get new hires up and running much quicker able to make immediate contributions to the company (McCauley, 2007). Mentoring can be an informal or formal experience but the major advantage of a formalized mentoring program is that it ensures access to mentors...
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...Joel Lindner Professional MBA Application Personal Motivation Statement Since my undergraduate education came to a conclusion, I have been searching for ways to further develop my career skill sets and to increase my marketability in the workplace. After finding an outstanding job at GEICO Insurance, I am now reaping the benefits of my hard work and dedication, yet there still burns a desire to further explore my educational opportunities. I know in my heart that an MBA from the University at Buffalo will ensure future professional success at GEICO and further develop my potential growth in the workplace. Over the next three years, my career has a well-defined and structured path. Recently, I completed two management-training courses at GEICO, the Associate Development Program and Mentorship Program. These programs have instilled solid leadership skills needed to take my career to the next level. Over the next year, I will complete a supervisor preparation program, leading a small team consisting of ten new hire associates. Following the team’s completion of required goals and training, I will be promoted to a full-time supervisor position at the conclusion of a supervisor preparation program. As supervisor, I will take advantage of my strengths of goal driven, team oriented and hard working to produce consistent and strong results for my team and for the company. By doing so for the next 12-18 months, I will be ready to take on my next challenge at...
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...Skills Audit |Strengths |Weaknesses | |I contribute and work well with others in a group and also |My numeric skills are not very good which is vital as certain | |work well individually |modules of my degree requires this skill | |I enjoy writing and expressing myself through writing as I do |I find it very hard to manage my time effectively | |this a lot both at university and outside university when |I am not very confident when it comes to presenting my ideas | |writing in my journals |and communicating with others | | | | |Opportunities |Threats | | |Sometimes I leave my work to the last minute so I may miss the | |Able to organise work easily |deadline or not get the grade I am capable of as I have not | |Interested in undergoing training to improve my skills |worked to the best of my ability | |Customer service ...
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...PRESENTED BY: MELISSA JOYCE BYRD INSTRUCTOR: Dr. Robert Becker DUE DATE: JULY 19, 2015 OUTLINE ARTICLE 1-“HOW TO MAKE A BUSINESS MENTORING WORK” BY ARTHUR ZWELLING, WRITER FOR WWW.FORBES.COM ONLINE, DATED MARCH 20, 2012 SUMMARY/OVERIEW KEY POINTS TO SUCCESSFUL MENTORINGSHIP FACTURAL IMPACT ON MENTORING ARTICLE 2-“HOW TO DEVELOP AN EFFECTIVE MENTORING RELATIONSHIP”BY DR. CHARMON PARKER WILLIAMS, PHD., WRITER FOR WWW.DIVERSITYMBAMAGAZINE.COM, DATED DECEMBER 2009 SUMMARY/OVERIEW KEYPOINTS TO A SUCCESSFUL MENTORSHIP IN THE WORKPLACE FACTUAL IMPACT SUCCESFUL MENTORSHIP “HOW TO MAKE A BUSINESS MENTORING WORK” BY ARTHUR ZWILLING, DATED MARCH 20, 2012 WWW.FORBES.COM SUMMARY/OVERIEW In this article by Aurthur Zwilling, a writer for Forbes.com online newsletter, dated March 20, 2012, he discusses the difficulty that many entrepreneurs are having finding mentors or they are not satisfied with the effectiveness mentoring should have in their organization. Mentoring by all means is not this “one-sided” task but it is a conglomeration effect on both the mentor and the mentee. Most entrepreneurs view a mentor as someone older and more experience who takes the time to personally give guidance, advice and takes an emotional investment in your success. They don’t think about this process requiring an investment on their part, both in nurturing the relationship and really listening, without being defensive, to advice given. (ZWILING, 2012) KEYPOINTS TO A SUCCESSFUL MENTORINGSHIP ...
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...the ethical leadership scale (ELS): visionary, shepherd, teacher and servant. This paper will evaluate an ethical issue within an organization and will discuss the various traits and skills apparent and lacking in the situation based upon Ben-Hur’s and Jonsen’s model as well as several other approaches to ethical leadership. Ethical issues come up in all levels of management in all organizations. In my previous position at EDMC an ethical issue surfaced with one of my employees. One of the managers who worked for me, who I will call Sally, bumped into one of my peers who was in charge of the training department, Bob. Sally proceeded to tell Bob a story about one of his trainers, Tom, forging coaching documents to fake coaching with Sally’s employees; Bob was Tom’s boss’s boss. This story that Sally was telling Bob was not first-hand knowledge; it was hearsay from Sally’s employees who supposedly had coaching sessions with Tom. In addition, a couple of months earlier, Sally complained against Tom to Tom’s direct supervisor, and she made it very clear that she did not support Tom as a trainer. The ethical issue seemed to be Tom faking...
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