Overview
Change Article
The change article by Grant (2014), has been chosen for its in-depth psychological analyses of a predominantly human resource (HR) issue; executive coaching. It parades an analysis of executive coaching in times of change that eventuates into an opinionated, yet empirical outcome. Grant (2014) hypothesises that executives undergoing coaching, deliver on organisational goals more frequently. This is supported by a research case study that concludes building effective teams provides the contextual advantage of handling times of inflicted organisational change through the enaction of resources. Hence, the key objectives of the article is to quantitatively and qualitatively support this idea; that executive coaching is …show more content…
It displays a meta-analysis of coaching within the organisational development (OD) framework. Rather than an emphasis on change outcomes, it identifies coaching as a self-reflective, time bound practice in OD. The OD article evaluates different roles of management, alongside different contemporary forms of HRM often implemented in the contemporary OD environment. In doing so, it hypothesis coaching as a distinct form of management. Countering Grant’s (2014) method of a psychological and more analytical approach to the issue of coaching (and executive coaching), Bond (2013) implements a dominantly qualitative conclusion; that there are identifiable and distinguishable characteristics of coaching in an OD …show more content…
It deliberates various expert opinions of coaching in the OD context, and identifies several impacts of coaching as an OD tool. This is strong evidence that the author has thought of both argument sides, and in doing so, has concluded their opinion from this (O'Keefe, 1999). An additional strength of Bond’s (2013) article is that he was able exploit primary sources such as academic journal articles. Identifiably, much of the information detailed could then be deemed accurate at the time of publication, unless stated otherwise.
Author(s) Contribution to Theory and Practice Change Article
The lack of a broad range of participants leads any contribution that the article presents debatable. In saying this, it supports current literature standings on the efficacy of coaching in times of organisational change. This evidence clearly articulates the positivity’s, and the usefulness that executive coaching provides. Whilst also noting further areas of research that could further solidify this standing. Even though the focus group is only from a single organisation, the results have continued to retort the original hypothesis; that executive coaching can in fact present positive internal results for the organisation in times of change
Change Article
The change article by Grant (2014), has been chosen for its in-depth psychological analyses of a predominantly human resource (HR) issue; executive coaching. It parades an analysis of executive coaching in times of change that eventuates into an opinionated, yet empirical outcome. Grant (2014) hypothesises that executives undergoing coaching, deliver on organisational goals more frequently. This is supported by a research case study that concludes building effective teams provides the contextual advantage of handling times of inflicted organisational change through the enaction of resources. Hence, the key objectives of the article is to quantitatively and qualitatively support this idea; that executive coaching is …show more content…
It displays a meta-analysis of coaching within the organisational development (OD) framework. Rather than an emphasis on change outcomes, it identifies coaching as a self-reflective, time bound practice in OD. The OD article evaluates different roles of management, alongside different contemporary forms of HRM often implemented in the contemporary OD environment. In doing so, it hypothesis coaching as a distinct form of management. Countering Grant’s (2014) method of a psychological and more analytical approach to the issue of coaching (and executive coaching), Bond (2013) implements a dominantly qualitative conclusion; that there are identifiable and distinguishable characteristics of coaching in an OD …show more content…
It deliberates various expert opinions of coaching in the OD context, and identifies several impacts of coaching as an OD tool. This is strong evidence that the author has thought of both argument sides, and in doing so, has concluded their opinion from this (O'Keefe, 1999). An additional strength of Bond’s (2013) article is that he was able exploit primary sources such as academic journal articles. Identifiably, much of the information detailed could then be deemed accurate at the time of publication, unless stated otherwise.
Author(s) Contribution to Theory and Practice Change Article
The lack of a broad range of participants leads any contribution that the article presents debatable. In saying this, it supports current literature standings on the efficacy of coaching in times of organisational change. This evidence clearly articulates the positivity’s, and the usefulness that executive coaching provides. Whilst also noting further areas of research that could further solidify this standing. Even though the focus group is only from a single organisation, the results have continued to retort the original hypothesis; that executive coaching can in fact present positive internal results for the organisation in times of change