Unit 8: Mentoring And Coaching

Front 1

Coaching and Mentoring

Back 1

Seek to bridge the gap between traditional expectations of the organization and more contemporary approaches.

Front 2

Success

Back 2

Is also more likely where there is a clear, though evolving, picture of the nature of a person's job or role, and where it fits into the organization and the corporat goals.

Front 3

Mapping-related Conversations and Performance-related Conversations

Back 3

2 Kinds of Conversation in Coaching

Front 4

Mentoring

Back 4

Is a dynamic and reciprocal relationship in a work environment between a manager (mentor) and an employee (protégé) aimed at promoting the career development of both.

Front 5

Strategic Succession Planning

Back 5

This practice entails the assignment of a junior member of staff or a recently recruited graduate known as the protégé to a senior seasoned manager or executive known as the mentor.

Front 6

Mentor

Back 6

Has less of a vested interest in the mentee's performance results.

Front 7

Cross-Cultural Research

Back 7

Frequently run alongside, or are an intrinsic part of, self-development process set in place by the organization.

This process can vary; with personal projects and personal development plans at one end of the continuum, and an organization-wide self-managed learning programme at the other.

Front 8

Mentor

Back 8

An experienced manager who provides guidance to the junior manager or professional and facilitates his/her personal development.

Front 9

Mentoring

Back 9

Is a fundamental form of human development where one person invests time, energy, and personal know-how assisting the growth and ability of another person.

Front 10

Performance Monitoring

Back 10

May be defined as the process of appraising an environment of continuous learning and development, maintaining the employee's performance, enhancing individual competencies to make them more productive for the organization.

Front 11

Senior Managers

Back 11

Mentoring involves a change of behavior but an even more dramatic change of thinking.

Front 12

Coaching Approach

Back 12

This approach challenges the managers to think about the nature of the roles of the people they may be coaching, and this is a developmental experience for the managers.

Front 13

Managers

Back 13

They are the one who provides essential information and knowledge where there are gaps that need to be filled.

Front 14

FALSE

Back 14

TRUE OR FALSE

Mentoring is same as coaching.

Front 15

TRUE

Back 15

TRUE OR FALSE

Mentors are often used to help individuals manage the process of transition.

Front 16

TRUE

Back 16

TRUE OR FALSE

Communication and explanation are important for a successful mentoring scheme.

Front 17

FALSE

Back 17

TRUE OR FALSE

One of the least important conditions for coaching and mentoring to be successful is the assumption that learning is a respectable activity, and that everyone can and should be engaged in it.

Front 18

TRUE

Back 18

TRUE OR FALSE

Coaching and mentoring process can vary with personal projects and personal development plans at one end of the continuum, and an organization-wide self-managed learning programme.

Front 19

Organizational Setting or Culture

Back 19

'What works around here?'; 'Where does this project fit into the overall strategic plan?'

Front 20

Identifying Problems and Possible Causes

Back 20

'What exactly is going wrong?'; 'Has this happened before?'

Front 21

Establishing Overall Desired Outcomes

Back 21

'What are you trying to achieve?'; 'What is the general purpose here?'

Front 22

1. Organizational Setting or Culture

2. Identifying Problems and Possible Causes

3. Establishing Overall Desired Outcomes

Back 22

Mapping-related conversations may focus on...

Front 23

What the person is doing

Back 23

What exactly did you do?; How are you going about this?

Front 24

Comparisons

Back 24

Is this different from what you did last time? Are other people doing the same thing? Can you learn from them?

Front 25

Questions about thinking

Back 25

How are you thinking this through? What evidence are you looking for? What assumptions are you making? Do they need checking?

Front 26

Questions about resources

Back 26

What it help to organize your resources differently?

Front 27

1. What the person is doing

2. Comparisons

3. Questions about thinking

4. Questions about resources

Back 27

Performance-related conversations may focus on...