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Reflection on learning mentor
Reflection on learning mentor
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The main learning outcomes of this module have been working to understand the purpose of the job role of a Learning Mentor, and the focus on inclusion within their practice, largely based on policy as well as personal responsibility. The first assignment required the group to work together to produce an interview type scenario for someone applying to become a learning mentor, this meant everyone had to work together as an equal part of the team with the aim of producing a high quality piece of work. This however was more difficult than it first appeared, with contact being limited and members of the group arriving to meetings late, this may have been because no one individual was set a specific role except for the final interview, this meant there was no ‘gate-keeping’ meaning no one was ensuring everyone was participating equally, meaning many people were promising to produce information and not providing it, this among other things includes myself (Jaques, 2008). Due to the difficulty with contact, organising time to meet and produce our work became a difficulty, so when we finally started meeting regularly there was a strong sense of urgency due to the limited face to face time we had, affecting our work as result, if we had started meeting sooner we may have found it easier and less stressful researching and producing the results. Another issue with contact was the online forum that was put in place to show our work, though this helped a little with archiving information, it did cast an unreliable balance on what was happening, the consensus on the forum by some was it was very easy to be portrayed as not participating enough, regardless of the input on the final product. Deeper discussion and reflection between each group mem... ... middle of paper ... ...ndbook of Social, Emotional and Behavioural Difficulties. London: Continuum International Publishing Group. 166-167. Jaques, D; Salmon, G (2007). Learning in Groups. 4th ed. Abingdon: Routledge. 33. 170-171. Knowles, G. (2011). Supporting Inclusive Practice. 2nd ed. Abingdon: Routledge. 34. Landis, M.C. (1990). Mentoring as a Professional Development Tool. [Found in: Zachary, L. (2000). The Mentor’s Guide. 10th ed. San Francisco: Jossey-Bass. 59.] Martin, S. (2006). Definition of Cognitive Learning. [Online]. Available: http://ezinearticles.com/?Definition-of-Cognitive-Learning&id=365039. [Last accessed 11/12/2013]. Prospects. (2012). Learning Mentor: Job Description. [Online]. Available: http://www.prospects.ac.uk/learning_mentor_job_description.htm. [Last accessed 16/12/13.] Zachary, L. (2000). The Mentor's Guide. 10th ed. San Francisco: Jossey-Bass. 50-51; 57-64.
Flaxman, E. Evaluating Mentoring Programs. New York: Institute for Urban and Minority Education, Teachers College, Columbia University, 1992.
Spencer, R., Collins, M. E., Ward, R., & Smashnaya, S. (2010). Mentoring for young people
The group has reached the Norming stage when they begin the second stage. “The team is faced with creating cohesion and unity, differentiating roles, identifying expectation for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are ne...
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
He says that mentoring is something that leaders should do throughout their career since it is not only beneficial to themselves, but it is also beneficial to the person they are mentoring. It is important to identify and groom key players and use aggressive mentoring to not only lift up your employee, but it also improves the skills of the mentor. In today’s society, he has found that it is important to spend at least one day a month mentoring your key players including people who are showing great potential. Mentoring should be done at all levels of leadership, including junior managers. Mentoring is important at all levels of management in order to develop future leaders (Flaum,
Both counselling and mentoring utilise a lot of the same skills (Clutterbuck and Megginson, 1999), confusing people about which one they need. They are both based on the needs of the client, with an agenda set by the client and share the key aim of attempting to enable clients to help themselves. However, mentoring’s structure is much more informal, sessions can be spontaneous, mainly only when the mentee needs support or advice, unlike counselling where sessions are predetermined and more regular. Additionally, mentoring does not attempt to resolve deep underlying issues, instead it is the acquisition of wisdom to help the mentee progress. Another major difference between the two is that a dual relationship between a mentor and mentee is more accepted and beneficial than between a therapist and client (Bluckert, 2005). As the relationship is slightly different, a mentor is able to provide direction or advice, unlike a counsellor, who enables not advises. Overall, the two may share similar skills, but have very different
Pegg, M. (1999) The Art of Mentoring: How You Can Be a Superb Mentor. Chalford: Management Books.
Finally, Nya had a personal goal to fulfil of being a great mentor also sees her mentee as a person, not just an employee. She knows enough about their personal life to understand the external factors that thirdly the mentor job is to impact their work, and cares about their happiness. “There’s a lot of personal satisfaction that comes from watching
Turner, J. (2006). Coaching and mentoring in health and social care: The essentials of practice
Richard C. Morais comments on the effect of mentors in his novel The Hundred Foot Journey. The mentorship of Madame Mallory, Paul Verdun, and his father, Abbas, push Hassan on his journey and enable him to be the first immigrant chef to receive three Michilen stars. By definition, a mentor is “a wise and trusted counselor or teacher; an influential senior sponsor or supporter” (Dictionary.com). In some way or another, Abbas, Madame Mallory, and Paul Verdun all meet this definition. Morais primarily uses Hassan’s mentors to show the effect that mentors have on their mentees.
Mentoring is a strong educational tool and is very useful especially within the New York City Department of Education. It is a great way for experience teachers to pass down information. The one and one interaction is more lasting than reading it from a book. This method will allow a smooth transition for new teachers. There are a lot of procedures that are confusing to beginners and mentors can uncoil those kinks. Beginning teacher will also get the opportunity to experience different teaching styles and also decide what will work for them and what will not. Mentoring is a valuable asset in guiding person’s development.
We believe this was the moment our group began to transition into the Norming Stage. During this part of the assignment it was crucial for us to communicate effectively in order to ensure that everyone had an understanding of what was required from each perspective. Thus, once we began the research, everyone did a great job of keeping the group goal in mind by finding sources that could be used for every perspective. Additionally, each member kept their personal goals in mind and submitted the required research to our shared document at the agreed upon time. This was a perfect example of how we dealt with a group dialectic. Another dialectic arose when it came time to finalizing who would present each perspective. Some of the group members did not want certain perspectives because they did not have as much knowledge in that subject area as other members did. Furthermore, some group members did not want a certain perspective because their personal opinion might have had an effect on the assignment. In the end, we were able to balance the heterogeneous and homogeneous characteristics of our group members by asking questions, having trust and exhibiting strong communication
When working on a group project, there are certain skills that are required to make sure that the tasks are being carried out smoothly. With that in mind, it is critical to keep an open line of communication as well as an understanding of the other individuals in the group. The following scenario is of a group project I was a part of that had a breakdown in the two points expressed above.
As said by Bill Richardson, “We cannot accomplish all that we need to do without working together”, but that is easier said, than done. The often rumored and associated nightmares one experiences with group work certainly may result in poor attitudes and approaches of the members. This may be the cause of the challenges faced in the groups. In the first group, all of the members were anxious to solve the case, because of this there were more opinions to consider. This made the whole process challenging.
Working together with other people for an assignment can be a challenging task in some cases but luckily, I worked well with my group members. The decisions we made were anonymous although we paced ourselves individually when it came to completing our separate parts of the essay. As a group I believe that we connected well on an interpersonal level as all four of us were able to make alterations to any problem together . Furthermore, we did not give each other a chance to get angry at one another as we knew that this would only cause conflict that would disrupt our flow as a group. There was an equal divide in the amount of work that we all did; our contributions were fair and no one was lacking behind. In addition, my group members were great at keeping each other informed if one of us were not able to attend a group meeting; emails were sent out informing us what we missed and ideas that were formulated. Everyone in my group worked according to deadlines and in synchronization with each other; we did not have to nag anyone to complete work or wait on a member to complete their task.