...Student Mentor Reflection 3 DESCRIPTION The student and I sat down approximately half way through the placement to discuss their progress so far, and to identify if learning outcomes were being met and if there were any additional outcomes to add to the learning plan. We took time to discuss the outcomes and the student presented and/or discussed evidence of achievement. The RCN in 2007 identified the need for an intermediate assessment to recognise progress made. FEELINGS Having worked alongside the student over a number of shifts, I was felt confident that I would be able to complete an interim assessment of the student. I felt that the relationship between me and the student made discussing progress and any issues that have arose easier. EVALUATION The interim assessment experience was positive and allowed both the student and myself to highlight and discuss the learning outcomes that had been achieved and those still to be achieved. We were able to discuss openly the practices adopted by the student and rationale for this. Pellatt in 2006 has highlighted that mentors are required to assess students to help identify how well the students have met their learning outcomes. Having completed the interim assessment the student is aware of what they still have to achieve and by reviewing the learning plan we have been able to ensure that these outcomes will be met by the final assessment. Learning plans are a way for students to individualise the learning process (Rideout...
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...Reflection on Leadership Mentors Oluwatosin omole Walden University 02/07/2014 Abstract Having studied different leadership theories, styles and the effect on the employees. It is by unanimous consensus that it is imperative to have an effective leadership-followership relationship in an organization. Leaders need an effective subordinate to drive their goal and visions to succeed. Without subordinates the question is who are we leading? Who will put into action the vision of the organization? We will discuss the analysis of two leaders that I chose and the effect in their organization. Also discuss their relationship with their subordinates and the effect. Their leadership style in relation to their subordinates. The reflection on why I chose to follow this leader and what makes them my role model to emulate. In all my career pathway till present I haven’t had the opportunity of choosing the boss I will like to follow. Hence based on the organizations I have worked with, there is always a boss assigned for me to follow. In other words, I have fairly limited assessment of my boss to further understand their goals, values and visions. Though I have worked with not so great bosses but I have also been fortunate to work with exceptional leaders. These charismatic leaders understood to tailor their values and goals with that of their subordinate, hence it prevents future uprising. According to the Gardner “When leaders effectively model their values, identity, emotions...
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...Master of Adult education Mentoring the workplace Submitted to: Kate Collier Submitted by: Jaininderjit Kaur Student number: 10524597 PROPOSAL INTRODUCTION:- "Mentoring is an alliance that creates a space for dialogue that results in reflection, action and learning." Mentoring – developing insight to turn hindsight into foresight!” This essay aims to provide an overview of the submission report proposing the introduction of formal mentoring for my current workplace. In the first part of paper I gave overview about my organization. Then I add definitions of mentoring and formal mentoring and then I presented the literature review of formal mentoring. In the second part of this paper I explained the importance of mentoring and formal mentoring and I also shed the lights on models of mentoring. In last part of the essay I prepared the proposal for a pilot of mentoring scheme. ABOUT ORGANIZATION: - at present I am working in the Wahroonga Nursing Home, Wahroonga, it comes under the Thompson Health Care Organization. This facility is for forty two residents. My designation is there as an Assistant in Nursing and I am working there from last three years as a permanent part time employee. The total numbers of employees are sixty four. Out of them thirteen were registered nurses and twenty eight were registered nurses and rest of the staff belongs to other departments such as kitchen, laundry...
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...LEARNING OUTCOME ONE Throughout this assignment I will critically reflect and appraise the role of the mentor in professional practice which should enable me to facilitate learning in my practice setting. It will be appended with a critical incident that I feel is relevant, to my present and future practice, utilising a reflective model in the process. The word mentor is of Greek origin, the concept stemmed from Homer’s odyssey, where mentor a wise and trusted friend of Odysseus took on the education of his son Telamachis, in the absence of his friend. Carruthers (1993) gives a further dimension, that “this meant that mentor had to be a father figure, teacher, role model, approachable councillor, trusted advisor, challenger and encourager”. The compact Oxford English Dictionary describe mentor as “an experienced person in an organisation or institution who trains and counsels new employees or students”(www.askoxford.com). Mentoring in pre registration nurse education has become a widely accepted practice since the introduction of project 2000 (Lee, 2006). Most of the literature written in the early 1990’s involved defining the concept and determining the nature of the mentoring role. The lack of agreement regarding the role and functions of mentors was a common feature. Terms such as mentor, preceptor facilitator and supervisor were all used interchangeably creating an overlay of role functions which were not clearly defined (Neary, 2000). Hamilton (1993) describes the...
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...Performance: 1. Foremost, my knowledge, skills, and abilities have matured in various areas of programs I am assigned to and assisted in, which has proven beneficial to the company and personnel I have mentored. I believe my motivation to work mostly unsupervised and the innovative ideas I have applied to GCSS-J and other programs has established a trustworthiness of my character to TEP for my own task or a current one already contracted by the company. 2. I want to continue in enhancing data accessing or mining applications for the GCSS-J program, as well as mentor others in applying the same application to their programs. Leadership: 1. Since the trust of the company’s leadership has seen fit to place me in areas of greater responsibility, I want to continue with working with peers and mentoring less experienced associates, so the company may optimize my experience. Teamwork is an essential element in TASC’s service to our government. 2. With my seasoned experience in testing protocols and the research requirements prior to fielding, my valuable knowledge would be appropriately used in leading a program or assigned more involvement in mentoring others in preparation for testing, requirements during the testing, and standards for compiling testing data. Development: 1. I would like to continue my development at TASC by submitting a bid for a government project. In so doing, I would research, coordinate, and conduct all phases required to meet the...
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...• Why do some organizations achieve great success in rolling out a mentoring program, while others achieve only a modicum of success? We believe that the companies that are most successful view corporate mentoring as an organic process, meaning that they understand that mentoring programs evolve and grow. Our experience demonstrates that the difference between mentoring success and failure lies in the ability to build capacity and integrate learning continuously. In order to create a successful mentoring program, you should answer 20 questions. We've included dos and don'ts for each, based on research and our experience in developing a mentoring program at Brown-Forman Corporation. 1. What are our business reasons for developing a mentoring program? You should develop a mentoring program if and when you have solid business reasons, such as to speed up the development of future leaders or to share organizational knowledge. Do your homework. Look at employee retention rates, the percentage of senior managers who will reach retirement in the next five to 10 years, current bench strength, and developmental objectives. Don’t develop a mentoring program because it’s popular or because you've read that it works for other companies. 2. What organizational support exists and what needs to be developed? Successful mentoring initiatives require visible support and involvement from the highest levels of the organization. Do...
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...what to do or how to act, seek guidance from mentoring resources, or better, ask you mentor/mentee. The gesture of asking conveys respect for what the two of you are working to accomplish. A successful mentoring connection if the responsibility of the mentor and the mentee. Some basic premises of what makes the ideal mentee are: 1. Eagerness to learn 2. Ability and willingness to work as a team player 3. Patience 4. Have a positive attitude Mentee roles Mentoring creates a partnership between two individuals, the mentor and the mentee. In considering the roles of the mentor, he/she is not the only one who must wear many hats throughout the mentoring connection. A mentee must also perform several roles. A mentee is the "gauge" to measure how interactive a mentoring connection will be. This means that the mentee determines the capacity of the mentoring connection. The mentee decides upon the amount of help and guidance he/she needs. A mentee should take the initiative to ask for help or advice and to tackle more challenging assignments. The mentee is the student who needs to absorb the mentor’s knowledge and have the ambition to know what to do with this knowledge. As a student, the mentee needs to practice and demonstrate what has been learned. A mentee is also a "trainee" who should blend mentoring with other training approaches. What mentees do 1) Generally, allow your mentor to take the lead in the connection, at least initially. Listen and respect the opportunities...
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...an early careerist in understanding my goal of climbing a ladder in leadership, the reason I need mentoring and its importance, describing what my mentor does professionally, and his or her possessed traits and why is this important to me. I may say that a professional leadership is a combination of both theoretical and practical work-experience an individual achieves through education and hand-on practice in organizational daily activities to plan, execute, and implement. First and foremost, I will distinguish the two mutualistic terms: these are mentor and mentee. To say it one way or another, a mentor gives advice while a mentee receives advice. According to Ledlow and Coppola (2011), mentor is “a person of greater knowledge or wisdom who shares experience to help to develop the abilities of junior person;” mentee is “a person who seeks guidance or wisdom from a mentor” (Ledlow & Coppola, 2011). Currently I am a student who works at the entry-level job with hope to achieve a better learning that may pave a way for me to enter a professional market in healthcare. In this context, I consider myself as an earlier careerist after completing the program. Perhaps someday, I will get hired by a certain organization at junior position; despite the learning experience that I have acquired, I will surely expect to seek a mentor among seniors who have been in the organization for a longer time to direct me in the given job not only at a probationary period, but through the...
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...Here’s what it means to me. I heard someone say that a wise man learns from his mistakes but a wiser many learns from others mistakes. As a SNCO I believe that it is now my turn to focus on those that are coming behind me. Explain to that young Airman why it is important to work on their education and what their role in the big picture is. Sit that Jr. NCO down and ensure that air taking care of that airman and ensure they are doing great things and recognizing them for it with award packages and other incentives. That they themselves have to be the example because airman hear what they see. So in order for me to expect them to be the example I have to set the tone. In order for me to do that, I look towards my seasoned SNOC’s to mentor me so that I can ensure that I am giving my subordanents a superior product. It is now time for me to step of my game and look towards how I can effectively expand my mentoring from just my area of expertise to a wider...
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...tool that help individuals to progress in their career. Mentoring is recently becoming popular as its potential is being realized. Mentoring is referred to as a mutual relationship that exists between two people. (Mentor and Mentee). A mentor is a person who is mentoring while mentee is the individual being mentored. The two individuals are usually in the same field or are sharing similar experiences. The mentor guides mentee in finding the career direction as well as solving career issues along the process. They usually rely on experiences that are similar to gain empathy and understand issues with the mentee. The whole process provides an opportunity to the mentee to evaluate their career progress and options. A mentor helps to boost the confidence of mentee and to believe in themselves. The mentoring process has several benefits to the mentee. One, the process offers great clarity to the mentee regarding career choices as well as the goals that they want to achieve. Two, it enhances high career satisfaction hence increasing the likelihood of an individual succeeding. Additionally, the process allows the mentor to develop network connections as well as gain access to career role models (Mary & Jung , 2007)....
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...In order to effectively mentor there must be a set of goals put in place for the mentee. They should be appropriate, a bit out of reach, written down, and last but not least attainable. To get the best experience out of a mentoring relationship one must ensure that the common goal consists of well-defined objectives and expectations. When the relationship is based on the incorporation of the strengths and manifestation of knowledge, an optimal environment is created. Fundamentals to maintaining this relationship is to follow-up with the mentees’ outlook, measure their growth, give feedback, and provide encouragement. Respectively, every encounter needs to be significant and feel worthwhile to the mentee. If these meetings are brief they must...
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...Mentee: A mentee is someone who believes in personal growth, takes thoughtful risks, and looks for advice and feedback from a more experienced professional. Mentees actively seek advice and guidance from a mentor, and are proactive in the mentoring relationship to ensure success in the partnership. |Mentee Data | |Date: December 4, 2012 | | |Name: LaWanda Pompey |Preferred Name: LaWanda Pompey | |Job Title: Human Resources Specialist |Corporate Title: | |Length of Industry Experience: 9 |Email Address: lawandap27@gmail.com | | |Phone/Mobile Number: 803.917.6840 | | | | | | | | ...
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...1.) Industrial organizational psychology a. Determine the most efficient methods for performing any work-related task b. People work better when singled out for doing something good c. Empashises attitude moral and values of people that work there, humane treatment of workers 2.) Job analysis d. Essential and nonessential job functions 3.) Personnel Selection e. Interviewer illusion i. Tendency of the interviewers to know the truth through the interview 4.) Mentoring f. Natural mentoring relationships are the best g. Accurate statement about mentoring, natural mentoring aren’t prejudice, don’t set up negatives h. And incompetent mentor is worse than having no mentor 5.) Performance appraisal i. Evaluating a person’s success at their job j. Sources of bias ii. Halo Effect iii. Distributional error 1. Leniency errors 2. Severity errors 3. Central tendency errors 6.) Management Approaches k. W. Edwards Denny iv. The “Japanese” management style l. MANAGEMENT STYLES CHART 7.) WAIGAWA m. When a company faces a problem all rank related concerns are set aside, anyone from any level can give input 8.) Jobs, Careers, and Callings n. Job-no training, personal control, freedom o. Career- work as opportunity for advancement p. Calling- Work has value beyond economics 9.)...
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...Mentoring and coaching within an organization has grown the development of employees. The need to retain and recruit employees has driven companies to reinvest in the human capital of their organizations. Today's business environment forces companies to revalute the value of career development paths for employees. The focus of employee development has creates a sense of community and loyalty between employee and employer. Relationship building within an organization is a top priority for business success. Generationally changes in the workforce have created multiple variations of employees in today's workforce. The largest generation of employees is the baby boomers. This generation has traditionally been very committed to companies and have high trust and loyalty. Generation millennials have a much different outlook at employment than baby boomers. These two are just a couple examples of generational employees that companies must adapt to retain. Mentoring has been around for quite some time but traditionally was reserved for upper management. Companies realized the benefits of mentoring could be transferred to all employees as a part of development and growth plans. We will look at mentoring to compare the idea that mentoring is an effective and low cost way to develop employees and build that trust and loyalty needed for employees and organizations. We will look at two different articles from authors who have conducted research on the positive effects of employee development...
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...occur. Zachary (2000) suggested that the mentoring process occurs in four stages: preparing, negotiating, enabling, and coming to closure. These are predictable in most mentoring relationships. Critical to the development and success of the relationship is the preparing stage, where the groundwork is laid for the roles of the relationship. The negotiating phase allows the mentor and protégé to discuss what the purpose of the learning relationship will be. This stage sets the tone for a successful relationship. Growth of the mentee through support and challenge occurs during the enabling stage. The mentor actively supports learning, monitors, and evaluates progress toward learning goals. Finally, the last stage is closure, an inevitable step, but nonetheless the most difficult. This difficulty arises from the close personal ties that may develop as well as the anxiety of an abrupt ending to a relationship. Once the new professional (mentee) achieves specific competencies, the relationship may end. This ending may also take place if the relationship is counterproductive. Kram (1983) reported that a mentor relationship moves through four phases: (a) initiation, (b) cultivation, (c) separation, and (d) redefinition. These parallel Zachary's (2000) stages in description. 25 According to Moitoza (2004) the true mentoring relationship can be broken down...
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