Coaching and Mentoring
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FACULTY OF BUSINESS AND ACCOUNTING
ACADEMIC YEAR 2015/2016
BABM
COACHING AND MENTORING
BUS 2153: BUSINESS MANAGEMENT
I confirm that the submitted work are all my own work and are in my own words.
Name (Block Capitals) | Registration number | Signature | Date |
MUHAMMAD ZARIQ BIN ZAINUDDIN | SCSJ-0019934 | 10/11/2015 |
Assessment Grid: Essay submission (30% of total Coursework)
Area of Assessment | Marks Weighting/% | Excellent 75-100 % | Good 50-74 % | Fair 26-49% | Poor 1-25% | Marks |
Understanding of the concepts and applications
| 70 | |||||
Writing skills
| 30 | |||||
100 | Total |
- Introduction
Coaching and mentoring can give a variety of advantages to organizations of all sizes, particularly small organizations. At the point when directed in a proficient and gainful way, coaching and mentoring gives workers an approach to associate, learn and develop inside of the organization and along their own profession ways.
- The Difference between Coaching and Mentoring
Coaching is a community oriented, arrangement centered, result-situated and efficient procedure in which the coach encourages the enhancement of work execution, background, self-coordinated learning and self-improvement of people from typical (McGuinness, 2007).
However, mentoring focuses on the individual and the discussion rises above all the more comprehensively into the general work life. This implies the cooperation can be more philosophical, more centred around states of mind and practices than on particular abilities. Obviously, these discussions could likewise have the same level of centre and courses of events however the whole individual is the point of talk and investigation and not only a particular undertaking (Pradeep, 2011).
- The Process of Coaching and Mentoring
- General Process
To begin with, set up criteria for who ought to take an interest in the project. You may choose that every single new contract and representatives with execution issues ought to take an interest. You must choose the mentors and coaches. Next, it's vital to build up the program's objectives and a time span for culmination of the system. Last but not least, there must be a formal procedure to end the mentoring or coaching project. Choose when objectives are met and the system is no more vital for the representative (Richards, 2015).
3.2 Job Shadowing
The part and parcel of coaching and mentoring can involve job shadowing. This is essential part to train employees. In job shadowing, the employee is doled out to a mentor and chases after her mentor for a given period. The employee meets with her mentor much of the time, goes to gatherings and watches the mentor in her day by day exercises. The mentor may give the subject of coaching assignments and have her help with undertakings as fitting. The bond in the middle of mentor and the representative being tutored permits the worker to depend on her coach for exhortation (Richards, 2015).