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Organizational behavior concept
Organizational behavior concept
Organizational behavior concept
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Build-A-Bear And Mentoring:
Building Mentorship Capability from Build-A-Bear Workshop
Build-A-Bear’s CEO, Maxine Clark, left her corporate career to follow her own vision. She is the founder of the Build-A-Bear empire and has had much success since starting the company in 1997. Her great success has put her at a perfect position to give back to others. She now serves as a mentor for young entrepreneurs and business students.
We will be interweaving the experiences Maxine Clark used in business throughout her career and how those experiences measure within the Career Stage Model as discussed in Chapter 17. Each of the team members will be discussing one of the four stages of the model in depth with many examples not only from Ms. Clark but other corporations as well. Our overall focus for each stage will be in the discussion of mentoring programs. We will provide examples and professional studies that discuss the differences between a formal mentor program or an informal mentor program. Below are the four stages and the team members that will be presenting each.
• The Establishment Stage (Brandon Witzel)
• The Advancement Stage (Yancy Jimenez)
• The Maintenance Stage (Josh Woods)
Although Maxine Clark had found several avenues of success throughout her career, she would come to a point in her life where that success would plateau and she would need a new adventure in her career. The Maintenance Stage to many is a misnomer in the concept of the career stage. In the Organization Behavior book it discusses this as career growth at a slower rate. It would seem that at this point in Ms. Clark’s career, she would find that new adventure that would take her career and mentorship to a new level in the creation of Build-A-B...
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...ounder - Build-A-Bear Workshop USA. Retrieved April 10, 2014, from http://www.buildabear.com/shopping/contents/content.jsp?catId=100003&id=100003
Maxine Clark to focus on public education after Build-A-Bear : Business. (2013, February 1). stltoday.com. Retrieved April 5, 2014, from http://www.stltoday.com/business/local/maxine-clark-to-focus-on-public-education-after-build-a/article_5c3d8ebe-1b91-553b-9248-d2cbffb92a8d.html
Maxine Clark: 'It's time for me to do this' - St. Louis Business Journal. (n.d.). St. Louis Business Journal. Retrieved April 6, 2014, from http://www.bizjournals.com/stlouis/blog/2013/01/maxine-clark-its-time-for-me-to-do.html?page=all
St. Louis, MO Other: AFWA - Maxine Clark - March 19th, 2014. (n.d.). STLtoday.com. Retrieved April 1, 2014, from http://events.stltoday.com/st_louis_mo/events/show/369427425-afwa-maxine-clark-march-19th-2014
Mentor orientation can be described as “Employees who have seniority… to oversee new hires for a certain time-period and are ultimately responsible for providing much of the training that will take place at work.” (Taylor, 2011) This enables newly hired employees to receive consistent support after the formal orientation and 3 days on the job training. The mentoring support should be planned based on the lessons in the formal orientation program identified above. Since supervisors must continue to do work-related tasks association with leadership at the job-site, mentors can direct, supervise and help new employees refine skills needed to become successful and productive.
Ehrenreich opens the book by seeking out a “career coach”, in other words, someone who will help her navigate the sea of job opportunities. From Ehrenreich’s description, the biggest thing the coaches bring to the table is enthusiasm and support. Many results have been positive from someone having a coach to guide them. Barbara was off to a good start in her journey.
I would like to recognize my usage of Google as a search engine for both the articles and images that are used in making this report.
There is little scientific knowledge when it comes to mentoring effects on future outcomes; in addition posing confusion as to how these programs continue to emerge. A major component in regards to program effectiveness is in measurement or evaluation of its structure (Deutsch, N., & Spencer, R., 2009). This is done by conducting surveys, focus groups, and interviews (Deutsch, N., & Spencer, R. (2009); Karcher, M., & Nakkula, M. (2010); Diehl, D. C., Howse, R. B., & Trivette, C. M. (2011); Osgood, 2012; Williams, 2011). Studies gives the researcher insight into knowledge that otherwise wouldn’t be known, in order to understand mentoring reactions and relationship styles better (Karcher, M., & Nakkula, M. (2010); Christens, B. D., & Peterson, N. A. (2012); Diehl et al., 2011; Leyton‐Armakan, J., Lawrence, E., Deutsch, N., Lee Williams, J., & Henneberger, A. (2012); Meyer, K. C., & Bouchey, H. A. (2010).
Eisner, A. B., Korn. J. H., Baugher, D., &Vojtkova, L. (2011). Build-A-Bear Workshop. Strategic Management (text & cases) 6th. C259-C267
One of the possible research topics I plan to undertake involves analyzing the impact that mentoring can have on the graduation success rate of African American males, particularly when the mentor is a Black male and the relationship takes place in the south. In my opinion, these relationships can have a profound impact on a student’s ability to persist towards graduating from college. Though my research, I want to hear the stories of Black males who have benefited from successful mentoring relationships with other Black men. I believe that establishing a strong mentoring relationship with Black males at a young age can greatly improve their chance of academic success. Furthermore, I believe that mentoring is a strong early intervention mechanism to prevent Black males from dropping out of high school and deterring them from pursuing degrees in higher education. At the same time, I would like my research interest to focus on African American males in the south, but I would like my scope to focus on mentoring relationships between black men; both structured and unstructured.
The four quadrants of Situational Leadership correspond to the four phases of Mentorship (Hersey, 1985; Carder, et al, 1996; Hitchcock, et al, 1995; Carey and Weissman, 2010). Quadrant 1, in which the follower has no skill and the leader provides high instruction and support (Carder, et al, 1996), corresponds to Phase 1, in which the mentoring relationship is initiated (Carey and Weissman, 2010). Quadrant 2, in which the follower has limited skill and the leader acts as a teacher (Carder, et al, 1996), corresponds to Phase 2, in which the mentee becomes the mentor’s protégé (Carey and Weissman, 2010). Quadrant 3, in which the follower has advanced skills and the leader acts as a consultant (Carder, et al, 1996), corresponds to Phase 3, in which the mentor releases the mentee (Carey and Weissman, 2010). Quadrant 4, in which the follower can be trusted to act independently (Carder, et al, 1996), corresponds to Phase 4, in which the mentee and mentor enjoy a lasting friendship (Carey and Weissman,
The professional developmental plan is used as an instrument to explicitly upgrade proficient development in career or business, manage and survey progress in career objectives. This paper will distinguish and survey aptitudes, qualities, and ranges for development including any assets important to help Learning Team B individuals achieve their profession goals. Utilizing the DISC assessment tool, my role as the leader is to address the qualities of all individuals from Team B and make a developmental plan taking into account singular objectives and giving vital assets to every part to accomplish desired objectives.
The career doldrums may also be associated with certain career stages. Careers are like lives in that they go through stages that frequently include transitions into new phases. One framework (Nicholson cited in Kidd 1998) for analyzing work transitions includes the following stages:
The three main competencies of the Mentor Role are "understanding yourself and others, interpersonal communication and developing others" (Hesketh et al pp 4). Because high school students are less experienced the author used this role continually in an effort to develop his students and guide them through their learning experiences. Per Hesketh et al the author must determine his own strengths and weaknesses so he can maximize them. "Your weaknesses can be overcome through self-development" (Hesketh et al. 1997 pp 51). By researching all he could about the Health Science Technology program, the author was able to teach with confidence because he had decreased any weaknesses he had in his knowledge.
In addition, for some mentors, mentoring was a burden or workload issue that often went unnoticed by others. Mentees, too, were concerned by a lack of mentor interest and training and a host of problematic mentor attributes and behaviors (e.g. critical or defensive behaviors). Professional or personal incompatibility or incompatibility based on other factors such as race or gender was also seen by both mentors and mentees as impediments to the success of the relationship. Organizations, too, were confronted with difficulties arising from mentoring programs. Lack of commitment from the organization, lack of partnership and funding problems were reported in some studies, while in others, cultural or gender biases meant that some mentees’ experiences were not
Pegg, M. (1999) The Art of Mentoring: How You Can Be a Superb Mentor. Chalford: Management Books.
Heidi Miller of Citigroup and Mary Cirillo of Deutsche Bank, two of the most senior women in U.S. banking, resigned their jobs to look for new career challenges in e-commerce. (Currie 2000)
Mentoring program becomes instrumental and breakdown barriers as employees are interacting and carrying out the organization’s vision. This allows employees to interact with employees of different cultures and backgrounds with the goal that one will learn more about the individual.
Washington, T. "Career Counseling the Experienced Client." Journal of Career Planning and Employment 53, no. 2 (January 1993): 36-39, 67-68.