...(pyschologyabout.com) Leadership. A relationship between leaders and followers, both individually and in group, in mutual pursuit of organizational outcomes and in the fulfillment of individual needs and wants (Mavrinac, 2005) Value. The regard that something is held to deserve; the importance, worth, or usefulness of something (google.com). Methods and Procedures The primary research was conducted by administrating an electronic survey to ten working people. The survey ranged from questions on their thought of mentorship in the work place to whether they had actually implemented it and if was proven successful. Secondary research was gathered electronically. Findings Since its early history, mentorship in the workplace has proven to be successful in almost all instances when implemented correctly. Through mentorship, protégées are able to learn the both the values of the company and the skills of their job from experienced and knowledgeable employees. Mentorship is an efficient way to continue the success of the company without overusing company resources. Learning the most powerful ally Mavrinac states that “At its most basic, learning is change− a powerful notion in and of itself” (2005, p. 392). Learning provides continuous prosperity to a company, and company’s...
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...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 through mentoring relationships of the employee/employer. Defining mentoring is a critical step in the process of implementing and continuing a vital program. Greenhaus defines mentoring as a relationship between junior and senior colleagues. Organizations today have adopted many forms of mentorship and coaching strategies to move their businesses forward in the global environment....
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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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...Training and Development Week 6 Steve, There is a huge value to have a mentor program. Benefits of a Mentor Program provide opportunities for the employees to... * Explore the world of work through interaction with professionals. * Familiarize them with corporate protocol. * Identify long-term professional development needs. * Realize the value of networking. * Develop a meaningful professional relationship over a specified period of time. With developing a mentor program it gives one way of formalizing the relationship between individuals in a professional way. Mentor programs offer a structured setting in which to develop beneficial one-on-one relationships between employees and the professionals. Acting as a friend, a mentor, and a guide to the real world, mentors have the opportunity to encourage and advise students by sharing their own experiences and knowledge of the company (http://www.ehow.com). Susan, we can start recruitment beginning with a plan. We can make plans on presentations at local businesses, PSAs on the radio, and a booth at community events, but recruitment is just as likely to happen in a casual conversation at the grocery store. Successful recruitment is an outcome of overall program quality. Simply put, if yours is a well-run, professional program, recruitment will be a whole lot easier because those qualities will shine through in everything you do. Potential volunteers will feel positive about participating in what...
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...THE MENTORSHIP PROGRAM AT TVH ACKNOWLEDGEMENT In performing our assignment, it's a successful one we had to take the help and guideline of you. First of all we are grateful to Allah who gives us sound mind & sound health to accomplish our assignment. The completion of the assignment gives us much Pleasure. We would like to thank our gratitude Farhana Habib Zinnia, Southeast University, Bangladesh for giving us a good guideline for assignment. We would like to thank School of Business Studies , Southeast University for updated education system in Bangladesh . Lastly we would like to deliver our whole hearted thanks to all the BBA,. Actually it was not possible for us to complete a severe task without such help. So we pray the long life and good health for all the persons who have helped and co-operated us in our assignment. 12 January 2014 SUMMARY Our study attempts to evaluate a company TVH which started a training program that is Mentorship program but face some problem because they didn’t provide the training in a systematic way. Sometimes company face many problem for the new employee’s activities because they are not well experienced before working into a company. Then Mentorship program plays an important role to develop the employees’ knowledge if they provide proper training program. That’s why the result shows that the young people can’t take the lesson easily for their lacking of their instrumental knowledge of the company. And we are trying to solve these problems...
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...Mentoring and Coaching. Many FE institutions and Initial Teacher Training programmes now include mentoring and coaching support as part of their provision. The purpose of this review is to firstly establish a clear definition of the term mentor and coach, and ask why it might be important to establish a shared understanding of the terms. Secondly, to ascertain why mentoring and coaching has become so popular within further education. Thirdly, to identify how to best implement mentoring and coaching schemes into further educational settings, and finally to develop criteria to critically analyse the mentoring policy and procedures of one further education college and my own practice. Definition. Establishing a clear definition of the term mentor and coach from the literature reviewed is not a simple task; opinions differ depending on the context in which mentoring takes place and the individual perceptions of those involved. Adding to this confusion is the way the literature often uses the terminology of mentoring and coaching interchangeable with little or no agreement on their meaning. (Brockbank and Mcgill, 2006 p8) This may explain why there are so many different approaches to mentoring practice and why the concept of mentoring has altered over time. (Woodd, 1997, p4) One way the literature attempts to distinguish between the terminology of mentoring and coaching is by placing mentoring and coaching at opposite ends of a person/task focused continuum. With coaching...
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...Mentoring to success - February 2009 A well-implemented coaching programme is a crucial part of any HR strategy. It provides benefits for both the junior employee and their mentor. Further, it can help create a culture of teamwork and shared goals and responsibilities within an organisation In an ideal world, the employees a company hires would come pre-programmed with all the attributes necessary for them - and hence the organisation - to succeed. But in reality, employees require ongoing learning and development. Naturally, the people best equipped to provide such training are senior personnel within the company; those who have seen and done it all before. This is where mentoring comes in. "Mentoring is important because it provides intergenerational transmission of knowledge and know-how," explains Carol Muller, founding CEO and senior advisor of MentorNet, a California-based non-profit mentoring initiative. "It bridges experience gaps and adds value to professions and organisations, as well as to the individuals involved." While that may sound like Business 101, it hasn't necessarily caught on in the corporate world. Indeed, many local companies do not have formal, organised mentoring systems in place. HareshKhoobchandani, director of the Business and Marketing Organisation, Microsoft Singapore, is convinced of the importance of mentoring schemes. "I'd see it as an opportunity to establish such aprogramme, because I'm seeing the benefits every day at Microsoft...
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...less experienced employee (protégé) (Noe, 2010). A coach is a peer or manager that works with the employee to motivate them, develop their skills and provide feedback to the employee (Noe, 2010). Each of these programs foster an environment that shows that companies are concerned with employee growth and development and by partnering a new employee with a veteran employee companies can get new hires up and running much quicker able to make immediate contributions to the company (McCauley, 2007). Mentoring can be an informal or formal experience but the major advantage of a formalized mentoring program is that it ensures access to mentors for all employees, regardless of gender or race (Noe, 2010). In having a successful formal mentorship program, it is also important to match the right mentor with...
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...Sage. Mallick M, McGovern B (2006) Issues in practice-based learning in nursing in the United Kingdom and the Republic of Ireland: Results from a multi professional scoping exercise. Nurse Education Today; 27: 1, 52-59. McArthur GS, Burns S (2007) An evaluation, at the 1-year stage, of a 3-year project to introduce practice education facilitators to NHS Tayside and Fife. Nurse Education in Practice; 8: 3, 149-155. McCarthy B, Murphy S (2008) Assessing undergraduate nursing students in clinical practice: do preceptors use assessment strategies? Nurse Education Today; 28: 3, 301-313. Myall M et al (2008) Mentorship in contemporary practice: the experiences of nursing students and practice mentors. Journal of Clinical Nursing; 17, 1,834-1,842. Neary M (2000) Supporting students’ learning and professional development through the process of continuous assessment and mentorship. Nurse...
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...3rd Edi ti on Elements of Effective Practice for Mentoring™ Newly revised edition, which includes evidenced-based operational standards Sponsored by Introduction As a strategy for helping young people succeed in school, work and life, mentoring works. It helps give young people the confidence, resources and support they need to achieve their potential. But, the fact is this: these positive outcomes are only possible when young people are engaged in high-quality mentoring relationships. The Elements of Effective Practice for Mentoring holds the key to success in producing high-quality relationships. The new edition of the Elements provides six evidence-based standards for practice that incorporate the latest research and best-available practice wisdom. It also reprises advice that appeared in earlier editions on program design and planning; program management; program operations; and program evaluation. We believe adherence to the Elements will ensure that mentoring relationships thrive and endure. They include measures that any mentoring program in any setting can implement, as well as measures that any agency can incorporate within the mentoring element of broad-based, positive youth development programming. This means that community-based, corporate-based, school-based, faith-based and Internet-based mentoring programs can use the Elements to meet the specific needs of the young people they serve and the milieu in which they operate. And, it means that afterschool...
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...Developmental Psychology 2011, Vol. 47, No. 2, 450 – 462 © 2010 American Psychological Association 0012-1649/10/$12.00 DOI: 10.1037/a0021379 The Impact of School-Based Mentoring on Youths With Different Relational Profiles Sarah E. O. Schwartz, Jean E. Rhodes, and Christian S. Chan University of Massachusetts Boston Carla Herrera Public/Private Ventures, Philadelphia, Pennsylvania Associations between youths’ relationship profiles and mentoring outcomes were explored in the context of a national, randomized study of 1,139 youths (54% female) in geographically diverse Big Brothers Big Sisters school-based mentoring programs. The sample included youths in Grades 4 –9 from diverse racial and ethnic backgrounds, the majority of whom were receiving free or reduced-price lunch. Latent profile analysis, a person-oriented approach, was used to identify 3 distinct relational profiles. Mentoring was found to have differential effects depending on youths’ preintervention approach to relationships. In particular, youths who, at baseline, had satisfactory, but not particularly strong, relationships benefited more from mentoring than did youths with profiles characterized by either strongly positive or negative relationships. Implications for research and practice are discussed. Keywords: youth mentoring, parent relationships, teacher relationships, latent profile analysis Youth mentoring programs such as Big Brothers Big Sisters (BBBS) pair youths with volunteers who are...
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...PRESENTED BY: MELISSA JOYCE BYRD INSTRUCTOR: Dr. Robert Becker DUE DATE: JULY 19, 2015 OUTLINE ARTICLE 1-“HOW TO MAKE A BUSINESS MENTORING WORK” BY ARTHUR ZWELLING, WRITER FOR WWW.FORBES.COM ONLINE, DATED MARCH 20, 2012 SUMMARY/OVERIEW KEY POINTS TO SUCCESSFUL MENTORINGSHIP FACTURAL IMPACT ON MENTORING ARTICLE 2-“HOW TO DEVELOP AN EFFECTIVE MENTORING RELATIONSHIP”BY DR. CHARMON PARKER WILLIAMS, PHD., WRITER FOR WWW.DIVERSITYMBAMAGAZINE.COM, DATED DECEMBER 2009 SUMMARY/OVERIEW KEYPOINTS TO A SUCCESSFUL MENTORSHIP IN THE WORKPLACE FACTUAL IMPACT SUCCESFUL MENTORSHIP “HOW TO MAKE A BUSINESS MENTORING WORK” BY ARTHUR ZWILLING, DATED MARCH 20, 2012 WWW.FORBES.COM SUMMARY/OVERIEW In this article by Aurthur Zwilling, a writer for Forbes.com online newsletter, dated March 20, 2012, he discusses the difficulty that many entrepreneurs are having finding mentors or they are not satisfied with the effectiveness mentoring should have in their organization. Mentoring by all means is not this “one-sided” task but it is a conglomeration effect on both the mentor and the mentee. Most entrepreneurs view a mentor as someone older and more experience who takes the time to personally give guidance, advice and takes an emotional investment in your success. They don’t think about this process requiring an investment on their part, both in nurturing the relationship and really listening, without being defensive, to advice given. (ZWILING, 2012) KEYPOINTS TO A SUCCESSFUL MENTORINGSHIP ...
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...[pic] Managing Strategically Case No.47: “The Apollo Group” TABLE OF CONTENTS Sections 2 Section a 2 1 Introduction 2 2 Core Competencies 3 2.1 Developing core competencies 4 2.2 Uses of core competencies 4 3 Core Competencies of the Apollo Group Inc 4 3.1 Skilled Workforce 4 3.2 Good Market Share 4 4 Key Success Factors 4 4.1 Product 4 4.2 Customer service 4 5 Strategy Implementation 4 6 Conclusion 4 7 references 4 8 Table Of Figures 4 Sections This report is divided into three sections Section A – Introduction, core competencies Section B – Key Success Factors and alternative strategies Section C – Strategy implementation and conclusion Section a Introduction According to Apollo Group Inc, Corporate Information, “Apollo Group, Inc. was founded in 1973 in response to a gradual shift in higher education demographics from a student population dominated by youth to one in which approximately half the students are adults and over 80 percent of whom work full-time. Apollo's founder, John Sperling, believed and events proved him right that lifelong employment with a single employer would be replaced by lifelong learning and employment with a variety of employers. Lifelong learning requires an institution dedicated solely to the education of working adults. Today, Apollo Group, Inc. through its subsidiaries, the University of Phoenix (including University of Phoenix Online), the Institute...
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...on in recent times on the issue of competency mapping. A lot of resource is spent and consultants are invited to do competency mapping. Competency mapping is gaining much more importance and organizations are aware of having good human resources or putting the right people on right job. Competency mapping is important and is an essential exercise. Every well managed firm should have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. For e.g. the necessary knowledge will enable an individual to apply the right skills for any work situation that will arise while having the right attitude will motivate him to give his best efforts. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. How Is “Competency” Defined in the Context of This Article? Many definitions of the term “competencies” have arisen over the past decade...
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