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Coaching theoretical model
Theoretical coaching models
Coaching and development
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Once the foundation of the very essence of coaching is established, the next step is towards having the leaders use a combination of motivational jargon and activities to assist the related employee base. A key tool here is the involvement of workers in line with the companies’ goals and priorities. An example here is of the company named Cardo which was a Sweden based industrial group that ran a leadership development program; only the return they got from it was 10-24 times the cost of the entire workshop (Finnstrom, 2009). The idea was simple, put in effect by Aru Anita Hebrand (senior vice president of HR) and Per-Olof Nyquist (head of organizational development), and it was to develop a central idea-that would be followed by managers at …show more content…
Firstly, the “Goal Setting and Self-Managed Learning” aimed at the engagement of all employees through a series of assessments that gauged their feelings and suggestions towards how the company procedures were run. These were then scrutinized by the upper management in order to get more awareness on the various positions the employees had regarding company matters. Secondly, there were the quarterly “In-Person Learning Modules”. These focused on topics like teamwork, leading the organization, psychological commitment (among others). This was the type of learning that provided employees with tools where they could reflect on some theories, frameworks and examples to build up themselves (as better employees) and also their colleagues and managers. The third phase involved “Action Learning”. This was where participants were given different problems and they had to find strategic breakthroughs; through careful planning and with all the hindrances in mind. There were mainly two 90 day projects to find virtual solutions based on the organizations’ struggles. Conclusively, in terms of raising awareness, Cardo believed that it had achieved 80% of its target with the continuation of such …show more content…
As an icing to the cake, the company decided to launch yet another program called “Strategic Fitness Process (SFP)”. This program focused on elaborating details about the company’s true view point of success, its goals and ideas to get to these goals. These items were then presented to the employees to review and share their opinions about it. It was a great way for the upper management to get insights on the criticism the employees had for their systems, their honest thoughts and recommended solutions. This was a way for the company to learn a lot form its workforce; however, the main benefit came in the shape of improved performance and increased motivation from the employee side-this was the hopeful outcome as well. (Renn, 2010, p.
Cardiomyopathy, by definition, means the weakening of the heart muscle. The heart is operated by a striated muscle that relies on the autonomic nervous system to function. Cardiomyopathy is diagnosed in four different ways based on what caused the illness and exactly what part of the heart is weakened. The four main types of cardiomyopathy are dilated cardiomyopathy, hypertrophic cardiomyopathy, restrictive cardiomyopathy, and arrhythmogenic right ventricular dysplasia. One other category of cardiomyopathy that is diagnosed is “unclassified cardiomyopathy.” Unclassified cardiomyopathy is the weakening of the heart that does not fit into the main four categories.
Heart disease is one of the most common causes of the mortality and morbidity in most well developed countries. They come in different forms such as stroke and other cardiovascular diseases and it’s the number one cause of death in the state of America. In the year 2011 alone nearly 787,000 people were killed as a result of this epidemic. And this included Hispanic, Africans, whites and Americans. As for the Asian Americans or pacific Islanders, American Indians and the natives of Alaska, the concept to them was a second only to cancer. However, statistics has proved that a person gets heart attack every 34 seconds and in every 60 seconds, someone dies out of it which include other related event. Additionally, majority of the women are the
If you are working for a company where the leadership method is that of telling individuals how things are done and where “red tape” is key you will find that the company conflicts with the principles of coaching conflict. This constitutes the single largest barrier to successful coaching.
In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
The company’s approach to motivate employees has been working in a positive way. The employees are satisfied with the family style community, and the productivity has increased as well. The company’s style of treating employees as important partners has been successful in other manufacturing companies too. For example, when Honda opened its first factory in the U.S., the CEO and employees shared the same cafeteria, just like Lincoln.
Hall, Peter, & Norris, Peter. (1993). Learning for leadership. Leadership & Organization Development Journal, 14(7), 35. Retrieved August 25, 2011, from ABI/INFORM Global. (Document ID: 81758).
This will always filter down to the rest of the organisation if the Executive Team and any senior management are fully involved. The CIPD (2009) states that the VT Group plc took a “top-down approach...Senior executives and managers have all undertaken training in coaching and as a result the approach has been embedded into the organisation.” By taking an approach like this, the whole organisation becomes more aware of the importance of such a programme. It has high results as well as stated within the VT Group plc, within two years their revenues and profits
Some leaders have to develop major skills like “time management, prioritization, strategic thinking, decision-making, and getting up to speed with the job—to be more effective at work” (Mitchell). For many leaders developing this skill is very hard and will face many obstacles. A leader has to also have the skill and talent to be able to inspire others which is never an easy thing to do especially when the have to inspire others and guarantee they are happy with what they are doing and in the process motivated them to work smarter. In team leadership a leader has to be able to take the task of helping other and give them guidance around the
To many instances occur in leadership where individuals in power set the organization’s culture or create biases that undermine the acceptance of leadership potential and follower
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, help them find purpose in their work, and effectively implement their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively concluded as attention through vision, meaning through communication, trust through positioning, and the deployment of self. A prominent feature of Leaders is the various
When coaching people there will be many obstacles people will have to go through, but at the end of the day it will be worth the time and effort. People who want to do a good job and represent their company while helping others achieve their goals in the process. “Great followers don’t make it about them. They are humble. They shine the light on the leader. They make their own boss look good—especially in front of his or her boss.” (Hyatt) This is an example of a worker who means business and will do whatever it takes to get things completed. Followers are people who want to do what is ask of them and without making a big deal out of things. “They understand their role. You can’t be a good follower unless you have clearly identified the leader. While you may be a leader in your own realm, everyone has a boss—including you. Great followers not only accept this fact but embrace it.” (Hyatt) People who cannot listen, do things that are asked, and are inconsiderate may not be the best at the situation. They may also fail in the workplace too because everyone has a coach or leader they have to answer to at some point.
The leadership development activities helped me to gain more knowledge on managerial skills, increased my confidence and strength on my weaker areas which earlier needed improvement. These activities act as a foundation to apply the skills in my workplace and personal life. It assisted me to develop a better understanding of what it takes to be a leader. I’m now well equipped to be a good leader.
There are at least three benefits to testing the efficacy of a mentorship programs on improving leader development. First, mentorship programs are likely to be more cost effective than traditional group-based interventions because they do not require contracted trainers, expensive keynote speakers, or other logistical resources. Second, the mentorship program focuses on leader development, many mentors will also improve as leaders and leader developers alongside their mentees. Third, applying the knowledge gained through mentorship will likely be easier than applying knowledge gained through group interventions because the actual work context is the focus. Those factors alone show that mentoring programs will greatly benefit not only students, but other organizations too (Lester, Hannah, & Harms,
In the fields of management and business, Strategic Human Resource Management (SHRM) has been a powerful and influential tool in order to motivate employees to perform productively. (Ejim, Esther, 2013). According to Armstrong (2011), SHRM refers to the way that the company use to approach their strategic goals through people with a combination of human resource policy and practices. The purpose of SHRM is to produce strategic capability that the organisation must ensure such that employees are skilled, committed, and well-motivated in order to achieve a sustainable competitive advantage, (Armstrong, 2011). Particularly, the organisation must be able to carefully plan strategic human resource ideas, aimed to increase the productivity.
By allowing for employees to be increasingly engaged in workplace activities, they are then given the opportunity to develop new skills. Most leaders also encourage for employees to participate in team building activities so that any employee would be more comfortable and have stronger chemistry when working with other members of their respective departments, and with other employees in the company as a whole. Leaders are capable of motivating their subordinates through a series of actions, such as words of encouragement, acts of appreciation, and allowing for employee involvement in key decision making processes in the company. For instance, leaders who appreciate, constantly encourage and assist in the improvement of the tasks performed by their subordinates will be able to build a strong and healthy employer-employee relationship. This good relationship instils the traits of confidence in employees and motivates them to enhance their performance. Excellent leaders commonly try to develop a dialogue or establish open communication with their subordinates. Employees who are well