Category: Mentorship

A most interesting and frustrating feature of marketing

Marketing is one of the most important elements of the success of a business. Even though there are many elements such as financing, production, operations etc. marketing is the primary element that contributes to the success of a business. Marketing is directly linked to the profitability of a business. It is very much interesting to notice the result moving higher due to the marketing strategies formulated by us. The most interesting feature of marketing is that it is an activity that depends upon the general attitude of the people. That is the perception and attitude of the people is the primary factor that determines the success of a business and marketing strategy. In a way it is a psychology as the marketers are actually studying the mind of the customers.

The most frustrating factor about marketing is that it is not stable. The market trend keeps on changing and the marketers need to be very alert to change the strategies when a change in market trend is being noticed. Therefore it is really hard to make continuous changes in the marketing strategies. A lot of planning and forecasting has to be done by the marketer before making any changes in the strategy.

What makes a person to the top in marketing?

As mentioned marketing is an activity whose nature changes continuously. A particular marketing theory formulated today may not be suitable for marketing the product after ten years. That means it needs to be updated according to changes in the marketing environment.

Therefore if a person wishes to attain a top position in the field of marketing he should be well informed about the happenings around him. He should be able to forecast the consequences of current happenings especially in terms of the business in which he is involved. Only then he can frame strategies for his business for future. He should be well informed about the attitude of the persons, culture of a region, economic factors affecting his business and so on. Apart from this quality he should also be a good communicator and listener. He should have the ability to convince people through his words. A good marketer should have the ability to forecast things.

Framing of marketing strategies and making changes in it

A marketing strategy is basically set by examining the current and future trends of the market. “There are only three marketing strategies needed to grow a business:

1. Increase the number of customers
2. Increase the average transaction amount,
3. Increase the frequency of repurchase.” (Marketing basics).

The basic purpose behind a marketing strategy is to market the goods and services of the business in the best possible way. Marketing goods does not only refer to the present but also to the future. Future market potentiality is also a cause of concern while framing the marketing strategy. Therefore the activities to be done before framing a marketing strategy are analysis of the current market trend, market share, product features and market strategies of the competitors, future market potentiality of the product, changes in the technology and changes in the economic condition.

There is no fixed time period for changing the marketing strategies. Changes in the marketing strategies are to be made when market trends change, competitors become stronger and when the market of the product gets adversely affected. Marketing strategies are to be changed in such instances because if it is not done it can even lead to the death of the product in the market.

Works Cited

Marketing Basics: A Thesis in Marketing Strategies, Three Strategies can Produce 101 Marketing Strategies. Advanced Marketing Consultants. 2008. Web.

Executive Summary

This report aims to propose some of the most useful solutions to the most frustrating problems in a firm. Every firm or company has various types of problems all of which, if not rightly dealt with, damages the very existence of the company. When there are some such burning issues are on the way, the firms make every possible step to see the issues resolved as early and effectively as possible, so that the issue does not affect the functioning of the firm.

Here, in this proposal, a very practical and effective formal mentoring program is proposed to one of the most significant issues in the firm called The General Mobiles. All the employees in the firm, including the top executives and the lower-level employees, are frustrated – the former about the objectionable demands of the latter, and the latter about the way the top officials treat them. There has been a serious need for an effective mentoring program in the firm as requested by many employees themselves.

In this formal proposal to the Executive Committee, various aspects such as the selection method for the mentoring program, the mentoring process, and the evaluation criteria for assessing the mentoring program will be incorporated so that the committee is able to arrive at a decision without much problems.

Introduction

The General Mobiles is a firm which has always sought and made use of the service of the most modern organizational strategies in the development of its organizational efficiency. It is of great particular mention that the firm has ever made use of the most reputed systems in dealing with the various critical issues of the firm. Now, the firm is facing a similar situation in which it has to avail the most efficient mentoring program in the good functioning of the organization.

As the company recognizes the importance of mentoring in the firm as the service of a professional mentor with all the potential to solve the problem in the firm would the best expectable solution to the issues. The issues in the firm are not without reason or without remedies. Executive mentoring is the strategy by which both the individual employee as well as the company as a whole enjoys the best results. “Mentoring as a practice has existed in organizations and there is no debate on the value the relationship between the ‘mentor’ and the ‘mentee’ adds to the growth of the individual employee apart from contributing to the performance of the organization” (The managementor. Com, 2003).

In this proposal, a very effective formal mentoring program, with all considerations for various elements that are to be seen through, is proposed. As a first step, the issues that exist in the firm are identified and their possible solutions are suggested.

Purpose, Scope, and Limitations

The purpose of the formal report has been to assess the various issues in The General Mobiles in order to make the best suggestion of the possible solutions to them. Also, the report to the Executive Committee considers the need for a practical and efficient mentoring program for the firm and assists it take a very professional decision on the same. Therefore, the scope of the proposal is covering both the Executive Committee and the firm as a whole, including the employees and the managerial organization.

There are estimations and assessments of various types in the proposal all of which are based on the interviews with the employees and other concerned authorities of the firm. Unless these data are taken into consideration and the proposal put into the best practice, the result of the report cannot be determined.

Sources and Methods

In the preparation of this report, the most important source has been the data from the firm itself which were mainly collected from the interviews with the personnel. The issues of the firm were identified through the use of some psychological methods during the interview with the employees. In the process, all the queries and suggestions of the individuals were made use of and a preparation of the employees for a formal mentoring program also has been worked out. It has been very encouraging to the participants as well as to the team that the strategies aimed not merely identifying and blaming the issues but more importantly encouraging the participants see the issues as they are and incorporating them in the process of problem solving. Thus, all the respect and trust of the participants have been stimulated by the methods adopted.

The report, ultimately, proposes that the committee takes necessary actions to activate the most effective mentoring system for the solution of the burning issues in the firm.

The General Mobiles: Need for Extensive Mentoring Program

The most important issues that are identified in the functioning of the firm have been the result of an efficient strategy by which the participants in the interviews and other informal conversations shared their opinions and concerns. Accordingly, there have been issues of various types which were identified, the analysis of which points to the need for a very effective mentoring program for the whole firm. Therefore, first let us deal with the issues that were identified in the process.

The important issues to be dealt with

In the process of identifying the issues that exist in the firm causing much frustration to the company as a whole, the response of the participants in the interview have been very crucial. According to the observations on various related elements, the following major issues in the firm were identified.

Although various issues are identified in the analysis, the most pertaining of them has been identified as the lack of understanding and cooperation among the employees which needs to be solved in the best effective strategy. Therefore, priority needs to be laid upon the solving of the issue.

In considering the various strategies available for the problem solving, the most effective one has been the use of executive mentors who are authorities in dealing with similar issues. “Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee” (Naukri hub.com, 2007).

The most important issue that has been the focus of the proposal report is the necessity of better relationship between the employees of various levels. As we understand the matter by now, only an effective mentoring program can be useful in dealing with the situation. No other reason remains why we should look for any other strategies in solving the issue when the most effective one is at hand. Therefore, the report hereby, proposes for the implementation of an effective mentoring program for the firm. The responses made by the participants about the possible strategies are as given below.

Therefore, the most effective strategy for the problem solving in the firm has been the effective mentoring.

Conclusion

In conclusion let us remark that the most important finding of the study has been that there are problems of various types in the firm all which point to the need of an effective mentoring program which can reduce the current issues in considerable amount. Therefore, The General Mobiles, with high reputation and technological and innovative ideological development, needs to take the most efficient and effective strategy in the solving of the various issues at present. These are the recommendations that the proposal aims to highlight. It is now for the Executive Committee to make the most effective strategies in solving the issues.

Reference

The managementor.com. (2003). Executive mentoring. Web.

Naukri hub.com. (2007). Mentoring. Web.

Effectiveness of the current employee orientation system

From the case study, the current employee orientation system is devoid of nursing ethics as seen in the behaviour of the intern nurse towards a patient. The intern nurse was not passed through proper organization communication ethics on the expected behaviour within the standard code of conduct for practising nurses. The art of communication is effective when conducted clearly within the organization encode and decode channels. Organizations function best when this system is perfect. Therefore, successful organizations manage communication continuously (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig 2011).

The practice of information management involves the science of processing information to facilitate informed decision making among personnel. Unfortunately, though the system may be functional in the case study scenario, there is a strong possibility that new employees or interns are not properly given orientation on organization communication ethics and expectations. Sadly, despite complaint from previous supervisor about the rudeness and unbecoming behaviour of the intern nurse, the issue was not addressed within the confines of organization communication ethics. In fact, the intern nurse repeated the same behaviour (Andreadis 2009).

Apparently, it is possible that there is no compulsory periodic training of the staff on the vital aspects of handling the patients and remaining professional within the duty of care act. An ethical orientation system that adopts a participatory approach in design internalises the aspect of responsibility of the staff is lacking. As a result, it is very difficult to address the importance of avoiding negligence before a personnel is released to serve patients. This aspect will eliminate the ignorance exhibited by the intern nurse who displays unprofessional behaviour towards patients. Through participatory information system training, the staff will be equipped with relevant and necessary skills for taking personal responsibility for every patient within the duty of care act. In the participatory information design model, the staffs are liberated to understand how the system works and the consequences of carelessness on their part. Any employee orientation plan should not aim to disseminate any particular message, as its core purpose is to improve communication between the organisation and employees in running of the organisation’s affairs (Andreadis 2009).

Suggestions for improvement

Ethics can be applied in any profession. Basically, ethics denote sets of laws or moral systems that provide a basis for discerning whether an action is correct or erroneous. Therefore, members of a profession can come up with ethical principles that guide them when carrying out their duties. As it happens in other organizations, there should be laid down structures formulated in to keep staff in healthy and stable mind in their duty of serving the Hospital’s interest through regulatory ethical communication models (Dasgupta, Suar, & Singh 2013). These models define expected behaviour, procedural patterns, and response to every deviation.

In order to give the current employee orientation system the implementation strength, the components should be communicated to any new person joining the organization and a hard copy of the policy hanged on all the rooms in the hospital. In this way, none of the staff will argue on the basis of ignorance whenever unethical behaviour is identified. In order to implement this policy, the hospital should hire a professional in the field of effective organization communication to offer periodic trainings on cultured behaviour systems as a component of employee orientation training to include direct effects of the policy on staff’s work life (Olmstead 2002).

Reference List

Andreadis, N 2009, “Learning and organizational effectiveness: A systems perspective,” Performance Improvement, vol. 48 no. 1, pp. 5-11.

Dasgupta, A, Suar, D, & Singh, S 2013, “Impact of managerial communication styles on employees’ attitudes and behaviours”, Employee Relations, vol. 35 no. 2, pp. 173-199.

Escrig-Tena, A, Bou-Llusar, C, Beltran, M, & Roca-Puig, V 2011, “Modelling the implications of quality management elements on strategic flexibility.” Advances in Decision Sciences, vol. 1 no. 1, pp. 1-27.

Olmstead, J 2002, Creating the functionally competent organization: An open systems approach, Quorum Books, Westport.

Coaching and mentoring are continuous training processes given to an individual or a group of people. The training aims at helping them to achieve their full potential in the area of their occupation or in other duties which they engage in their daily lives. Both coaches and mentors explore the needs, abilities, and desires of individuals to help them make actual and lasting changes. Use of different tools and training techniques is applied for instance the coach or the mentor may employ a questioning technique to identify problems and solutions of a certain client.

The training requires commitment from both the clients and trainers to realize lasting individual growth and change. Unconditional positive consideration and not judgmental is important in encouraging the clients. Coaching and mentoring programs are tailored to the employee’s knowledge, experience, aspiration, and maturity. Objectives that are focused on the welfare of both the company and individual include the ability to carry out a specific task at the same time putting into consideration the personal and career growth development of individuals. Evaluation of coaching and mentoring outcomes is important to find out whether the trainers and clients are achieving their goals. Organizations should develop ways of supporting employees to change any bad character by offering coaching and mentoring sessions to affected employees. The essay explores ways in which employers can help their employees to handle work-related issues in a professional way (The coaching and mentoring network, 2008, p.12).

In a work environment problems that arise need to be solved wisely especially by the management team. Managers need to understand the cause of the problem, in enquiring this they ought to be polite rather than yell at the employees. To get at the bottom of the issue thorough consultations are required, managers should not think that they have the full potential of solving all problems. This also requires the manager to be mindful of the language they use, to avoid the explosion of a small problem. Human resource management requires respect for other people’s opinions, in laying demands managers need to be mindful of other parties. Though a certain employee may be a top performer s/he should not look down upon other employees, it is important to emulate humility and integrity in addressing other employees (The coaching and mentoring network, 2008, p.32). Employees with the problem of feeling superior and micromanaging fellow employees should seek guidance and counseling from coaches and mentors. This would help them change their lifestyle and gets to appreciate others more. These changes would encourage good relationships at the workplace and eventually increase output. A manager should receive professional training, to be able to handle employees with negative personalities in a good way and at the same time help them to change for the better (Luecke, 2004, chap. 2).

In a work environment when a colleague yells at you, you do not need to yell back at him/her but rather coach them on the importance of being polite. Screaming does not solve any problem but it mostly annoys the other party. There are better ways of expressing needs, when an employer demands a lot from an employee the employees can in a polite way approach the employer and have a discussion. Exploration of need should not be done rudely if the employee expects positive results. Being courteous in a work environment compels colleagues and even bosses to listen and address employees’ needs. If exploring needs is rudely done chances are high that the results will be unproductive or negative. Employees with this behavior risk losing their jobs or having a poor relationship with the employers and fellow employees. Good understanding of employees by their employers is fundamental; they can give coaching and mentoring sessions to employees with personality problems ((The coaching and mentoring network, 2008, p.35).

It is much better if you try to find out what could be the problem, rather than blaming other people.

Instead of pointing a finger at an individual, the cause of the particular problem should be identified. The individual helped to put her act together rather than being viewed as their problem. A problem shared is half solved. Sharing individual problems is important; coaches need to encourage their clients to speak up, to get solutions to their problems. Different opinions given by individuals provide many options for finding a solution, a person can choose the best available opinion. Individuals should be persuaded to speak up, being polite relaxes the individual, and s/he can freely speak up. On realizing other people’s weaknesses, coaches should not criticize them or tell them straight to their face. They should put effort to help them improve on their weaknesses. This is a bit difficult for you let us give the task to someone else so that you can learn from them. It is great to be a team player since it promotes cooperation among all the group members. A good team player takes the lead in addressing any problem that arises in his/her team. Rather than acting like a scorekeeper who always judges who are wrong or right (Mind Your Language, 2004, p.67).

The developmental coach helps the client to change any negative behavior. They do not pretend to have answers to all the problems but they always find out the identity of the story. This enables them to determine whether the client is changing their behavior as per the set goals. The developmental coach is also able to monitor the progress of the client which is highly enabled by knowing more about the client. The coaches get professional training; this enables them to handle clients’ problems professionally. (Giacobbi, 2002, p.26).

The working environment is continuously changing, it is has become more complex and demanding than before. Many organizations have adopted mentoring and coaching as training techniques to build the capacity of their employers. This also helps in changing the negative personality of employees to positive personality. Coaching and mentoring mainly focus on an individual to enhance their morale, enthusiasm, and productivity. It reduces staff turnover because individuals feel appreciated and connected to both minor and major organizational changes. It also strikes a balance as it fulfills the organizational goals and at the same time boosts the personal development requirements of individual employees. Coaching and mentoring programs are tailored to the employee’s knowledge, experience, aspiration, and maturity. Objectives that are focused on the welfare of both the company and individual include, ability to carry out a specific task at the same time putting into consideration the personal and career growth development of individuals.

Reference List

Giacobbi, R.J. (2002).College Coaches’ Views about the Development of Successful Athletes: A Descriptive Exploratory Investigation. Web.

Luecke, R. (2004). Coaching and Mentoring: How to Develop Top Talent. Web.

Mind Your Language. (2008). Mind your language. Web.

The coaching and mentoring network. (2008). The coaching and mentoring network. Web.

Introduction

The introduction chapter will contain all the necessary information to present the topic in detail, illustrate the specifics and terms of the project, the focus of the thesis, the context of the study, as well as the research questions and objectives that drive the process of investigation. It is important to justify the research and show that it is necessary for closing gaps in knowledge. Specifically, the introduction will persuade the readers about the need for the research, such as the emphasis on new leadership and mentorship ideas in business. St. Augustine’s pedagogical principle is a fruitful research area because of the possibility to facilitate continuous engagement in mentorship and the building of positive relationships with mentees. Thus, the notion of mentorship in business will be studied through the perspective of Augustine’s seven pedagogical principles.

Review of Literature

The purpose of the literature review in this dissertation is to provide an understanding of the existing research on the topic (Maggio, Sewell, & Artino, 2016). Mentorship is a widely-covered topic in business because of its potential benefits for the training and satisfaction of workers. Mentors have been found to help organizations avoid errors when possible, which could lead to far-reaching implications for an organization. However, the way in St. Augustine’s principles could be integrated into mentorship has not been covered extensively, which warrants the implementation of current research. The literature included in the review will be taken from reputable leadership, pedagogy, and business publications.

Methodology

The methodology section of the paper will provide the information by which the validity of a study will be being judged. The methods section will answer two questions, such as how the data was collected and how it was analyzed. Because the study will involve real people who will interact within the framework of a mentor-mentee relationship, it is likely that the impact of St. Augustine’s principles will be measured qualitatively. The setting, sampling, data collection, and analysis procedures will also be laid out in the methodology section. The mentioned procedures will be justified with the help or rationale to ensure that there are explanations for their selections for the study. Besides, it is important to discuss the issues anticipated during the study and the steps that were taken to prevent them from occurring.

Presentation of Results

In this section of the paper, the findings of the study will be communicated based upon the information collected as a result of the methodology applied. The results section will imply the statement of the findings, without interpretation and bias, as well as arranged in a logical sequence. Since it is possible that the data analysis will include qualitative thematic analysis that studies participants reported regarding the application of St. Augustine’s principles, the presentation of results will consist of tables presenting thematic coding. Graphical presentation of material can be necessary for the effective presentation of the findings so that those who are reading the report can have quick access to data. The results of the chapter represent a basis for the next chapter of discussions.

Discussion

The discussion section of the paper will discuss the application of universally recognized learning principles in the context of an increasing requirement to increase the need for mentorship in the field of business. The way in which St. Augustine’s principles influenced mentor-mentee relationships will be discussed to show whether there is a positive connection between the participants as a result of the method’s application. Because one of the positive implications of St. Augustine’s principles is giving beginners in faith and guidance and a purpose, it is necessary to discuss whether the use of the principles in mentorship had an equivalent outcome. Moreover, the practical application of the principles will be compared with the theoretical framework obtained through the review of the literature. Such a comparison is essential for showing whether the results of the study brought a new perspective or whether they added to research on the topic.

Conclusions

The section of the study is important for drawing conclusions about research, determining the positive and negative sides of research, as well as communicating implications for future research. In the section, valid conclusions will be drawn by carefully collecting and reviewing evidence and making judgments that can withstand scrutiny. It is necessary to mention limitations of the current study, which can include issues with sample and selection, an insufficient sample size, the lack of previous research studies on the identified topic, limited access to data, as well as personal or cultural bias implications. Research implications are the conclusions drawn from the results of the study that explain how the findings of research regarding the application of St. Augustine’s principles in mentorship could be important for policy, practice, or theory. If the use of the principles shows to have a good impact on leadership and mentorship in business, it is important to argue why it should be used in practice.

References

Maggio, L. A., Sewell, J. L., & Artino, A. R., Jr (2016). The literature review: A Foundation for high-quality medical education research. Journal of Graduate Medical Education, 8(3), 297-303.

Due to the widespread positive outcomes attributed to mentoring for organizations and individuals, companies have increasingly institutionalized formal mentorship programs with the hopes of reaping benefits similar to those realized from informal arrangements. Davis’ (2005) publication compares the effectiveness of formal and informal coaching schemes by evaluating their quality, superiority of outcomes, and the associated functions. According to Davis (2005), the prevalent adoption of mentorship has been driven primarily by the realized advantages of informal mentoring. The author’s research question is whether informal mentorship schemes are more effective compared to formal arrangements.

In comparing the effectiveness of formal and informal mentorship relationships in organizations, Davis (2005) advances various critical arguments and objections. A prominent proclamation in the article is that informal mentorship programs yield greater positive outcomes than the formally structured approaches. For instance, the author illustrates that the “greatest magnitude effect sizes were found for these types of outcomes for informal relationships as compared to formal ones” (Davis, 2005, p.168). Moreover, the article underscores the fundamental significance of coaching “as a source of learning for both protégés and mentors” (Davis, 2005, p.5). The author also argues for the integration of multiple mentorship arrangements to address the diverse needs of employees and complement the rewards attributable to the two schemes. However, a salient refutation is that although an informal approach is arguably superior, institutions should tailor mentorship strategies to suit their specific functions and the desired outcomes.

Davis’ (2005) publication possesses profound practical and theoretical implications for mentorship programs. Generally, the author depicts the distinct nature of formal and informal coaching, their varying effectiveness on diverse functions, and outcomes. Further, Davis (2005) emphasizes the insufficiency of a single mentorship model and the essence of fostering the coexistence of the two schemes. A significant augmentation for the research and its findings is the extensive comparison and integration of insights from previous studies. However, the failure to observe an exclusion criterion from the respondents’ feedback can potentially discredit and invalidate the findings of the study. The author also raised the question of the distinctive characteristics of formal mentoring programs.

Reference

Davis, A. L. (2005). An investigation of formal mentoring relationships and programs: A meta-analysis (Publication No. 3187352) [Doctoral dissertation, The City University of New York]. ProQuest Dissertations & Theses Global.

In his article, “Mentoring Benefits Student and Teacher,” Engle (2019) does not explicitly state a research question, but the study analyzes what role mentors have for new staff members and the whole organization. Thus, the author’s thesis is that “mentors may prevent errors that can have long-lasting effects” (Engle, 2019, p. 20). The scholar tries to prove his statement by offering arguments that mentors help individuals avoid mistakes and develop career plans. Furthermore, Engle (2019) states that mentorship is essential for businesses since “mentors also provide subjects with important information about the enterprise, organization, industry, and competition” (p. 20). However, it is worth mentioning that the author does not address the opposing viewpoint in his study. As for implications, the article shows that every organization should invest in developing mentorship since this phenomenon “rewards both the mentor and new staff member with valuable insights and skills” (Engle, 2019, p. 20). Thus, there is a positive connection between mentorship and business performance.

Simultaneously, it is necessary to present a critique of the given article. Firstly, even though the research question addresses an essential topic of the business world, it is generalized, which may deteriorate the article’s quality. Secondly, a significant claim refers to the research methods that were used. The author did not describe a methodology that allowed him to collect the data, making it challenging to comment on the study’s validity and reliability. Thirdly, this information indicates that the study’s conclusions also witness some criticism. It is so because the scientist does not support his claims with statistical data or trusted references. That is why it is possible to conclude that further research is required to identify how mentorship can influence businesses.

Reference

Engle, P. (2019). Mentoring benefits student and teacher. ISE: Industrial & Systems Engineering at Work, 51(3), 20.

Mentoring is essential and necessary for both ordinary employees and leaders occupying the hierarchy’s upper levels, since many employees face and have to deal with new responsibilities. Augustine-Shaw (2015), in her article “Leadership and learning: Identifying an effective design for mentoring new building leaders,” explores the need and way of providing an effective mentoring program for principals to define a process for their creating. Consequently, although Augustine-Shaw’s article has some shortcomings, the scheme for creating mentoring programs is suitable for its use in a business environment.

The author of the article reveals the importance of mentoring for principals and describes the process of creating and the effectiveness of a mentoring program in Kansas. Although Augustine-Shaw (2015) does not highlight the research question, the introduction clarifies that the work’s central purpose is to determine the optimal design for principals’ mentoring. Augustine-Shaw says, “Decisions related to designing a mentoring and induction program to support the complex role and responsibilities of the new principal must be built on best practice and defined by need” (2015, p. 22.). The primary arguments for developing new design are that most principals lack the management and decision-making experience that could create a productive learning environment, and most organizations do not provide them assistance. The main research methods were interview to formulate principals’ needs, observation, and experiment to determine the main points of the mentoring program and their effectiveness.

This article has almost no elements for criticism, since, despite the non-standard form and structure of the study, the author consistently describes all the necessary components for research implementation. Augustine-Shaw concludes, “The invaluable support provided by onsite mentoring and networking builds leadership skills and knowledge for new principals and is catapulting leadership and learning to a new level…” (2015, p. 29). The only drawbacks are the limited sample size and the lack of an objective assessment, since feedback consists of subjective feedback from participants. However, this goal is determined by the author for future studies. Therefore, the method of designing a mentoring program presented in the study can also be applied in the business sphere for mentoring managers and first-time entrepreneurs.

Reference

Augustine-Shaw, D. (2015). Leadership and learning: Identifying an effective design for mentoring new Building leaders. Delta Kappa Gamma Bulletin, 81(2), 21–30.

Introduction

One of the leading models of coaching, which is designed to ensure the achievement of personal and professional goals, is called GROW. As Warner and Budd (2018, p. 78) state, this name is an abbreviation “originally designed by Graham Alexander and then further developed by John Whitmore”. It stands for the following: G – goal, R – reality, O – options, W – will (Stout-Rostron, 2018). The model identifies the key points that are necessary for a person to pass with a coach. Each of the above points contains a list of questions that the coach asks, and by successfully completing each stage, a person trains and acquires the necessary skills and abilities. According to Stout-Rostron (2018), this model is a good tool to set up a goal-setting process to highlight the key factors to take into account and the objectives to be pursued. As a result, GROW’s strength lies in its step-by-step coaching process with a focus on the individual’s objectives and aims.

The GROW model provides a useful, practical framework for coaching people so that they can independently find solutions to problems. This methodology helps release new ideas and creates a special way of thinking that propels the employee towards achieving the desired goals (Warner and Budd, 2018). In addition, the model contributes to seeing one’s problem more clearly. By asking coaching questions from the GROW tool, people can make sure they do not need to be experts on the topic at hand to be useful in their field. However, the model has not only advantages but also disadvantages that deserve mentioning.

Firstly, this framework cannot be called a uniquely structural model. Stout-Rostron (2018, p. 146) argues that “GROW is confusing as it has been described as both a model and a question framework”. Despite a step-by-step algorithm, this methodology offers more reflective solutions based on personal aspirations and interests rather than a clear plan. Secondly, according to Warner and Budd (2018), the argument that portrays GROW as underperforming is that the nature of the goals the employee sets with the coach does not allow for philosophical exploration. For this reason, the model is applied only in areas that are focused on achieving measurable goals, for instance, business, but cannot be utilised effectively in humanitarian fields. These gaps are essential to take into account to implement a convenient and effective coaching methodology that can address the required goals productively.

Ken Wilber’s Model

Learning to manage a structured organisational system made up of groups of individuals working together to achieve agreed goals is a valuable skill. In the 1970s, Ken Wilber, the American researcher, created an approach that would allow one to see the whole integrity of the multiple aspects of reality, which were found in all situations and events, in their interconnection (Stout-Rostron, 2018). Subsequently, this method was called the integral approach that, according to Abravanel and Gavin (2021), initially found its application in psychology due to the fact that this framework considered the internal motives and drivers inherent in each person. The model that had gained wide popularity represents four sectors that describe individual internal and external perceptions, as well as collective internal and external ones.

One of the benefits of integral coaching is working towards a holistic lifestyle change. As Stout-Rostron (2018) notes, transformations occur through a sequence of insights and outsights in relation to internal (oneself, one’s group identity) and external (objective reality, independently existing social environment) aspects. This methodology allows creating a holistic picture of a particular person’s perceptions and his or her social circle to determine the optimal steps to acquire new knowledge and skills. In addition, from an organisational perspective, due to this approach, the coach can develop an accurate map of the employee’s strengths and weaknesses (Abravanel and Gavin, 2021). Since human development is uneven, the individual aspects of personal and professional growth are compared with internal and external criteria, which makes it possible to identify the most powerful and significant drivers. As a result, accurate information about the factors of influence and motives of behaviour is studied, thereby allowing the coach to choose an individual approach to the employee.

Nevertheless, despite a wide range of advantages, one can highlight some disadvantages of Wilber’s model. The psychological nature of this framework is a convenient tool to assess potential behavioural stimuli and perceptions, but from a work perspective, little data is addressed about the factors that determine the direction of professional development. In addition, Abravanel and Gavin (2021) remark that Wilber’s model is associated with bias caused by an employee’s subjective views of his or her internal and external motives. Therefore, the analysis of this framework requires a comprehensive evaluation of the considered criteria of personality not only from an individual’s subjective position but also based on an objective third-party assessment.

Theory of Learning

The adult learning process is based on certain psychological and pedagogical concepts that are adapted to specific cases and implemented through appropriate educational frameworks. As one of the relevant concepts used for these purposes, one can single out the transformative learning theory that, according to Gloss (2012, p. 4), is the process aimed at “effective change in a frame of reference”. In other words, this methodology implies stimulating a change in the learner’s opinions on individual aspects about which he or she has developed corresponding ideas and views. The transformative learning theory is relevant in adult education; moreover, its use to achieve successful mentoring relationships is justified by the specifics of the interaction between mentors and mentees, which is realised through flexible communication.

For transformational learning, this is essential to not only provoke new meanings and interpretations in the subject by activating a critical reassessment of his or her past experience but also to promote actions of the individual in accordance with these new meanings and interpretations. The learning process begins with an internal contradiction or paradox faced by the learning subject (Zanchetta et al., 2017). The task of the mentor, in this case, is to direct the respective interests and goals of the mentee in the right direction for the former to acquire the necessary knowledge and skills. At the same time, as Zanchetta et al. (2017) note, the subject should have some freedom for learning so that he or she can revise their beliefs, explanations and meanings, thereby coming to the right thoughts not only through the mentor’s tips but also independently. This is also important for on-the-job training and during refresher courses.

In the context of establishing mentoring relationships, this concept is relevant as a framework that offers clear motives for change but through flexible tools of influence, for instance, continuous communication and the analysis of past experiences together with the mentee. Misawa and McClain (2019) state that people often need to reflect on their experiences, and to accomplish this, the mentor can apply the transformative learning theory to steer the mentee’s thinking back on track. In the process of mentoring, the subject of learning, as a rule, chooses one’s goals individually. Nevertheless, the mentor challenges the mentee, which can expand, deepen and modify these goals. Reflecting on the results achieved is one of the practices that bring the two sides of the learning process closer together, which, according to Gloss (2012), is one of the strengths of this concept from a mentoring perspective. As a result, the necessary incentives that the mentee learns are the product of close work with the mentor.

The very concept of mentoring can be seen as a transformational learning process. The mentor creates an environment that stimulates the mentee to acquire knowledge and skills, thereby overcoming barriers and achieving new goals (Gloss, 2012). By creating a culture of support, mentorship can build an environment for transformational learning. As a result, the learning system can be viewed as a two-way process where both the mentor and the mentee acquire valuable knowledge due to constant communication. Unlike other forms of educational collaboration, such as teaching or coaching, mentoring combines different formats of interaction (Gloss, 2012). Thus, the mentor remains flexible and responds to the request of the mentee with specific suggestions and advice that may relate to various aspects of development, but without exception, all tips address the task of professional and/or personal growth. In such an environment, the mentee gains valuable skills in decision-making, problem-solving and other crucial attainments that may be of good use regardless of the area of activity.

Flexible communication, as one of the tools used in the transformative theory, is a significant instrument utilised for mentoring tasks. Schornack and Beck (2002) emphasise the importance of two-way communication and argue that this practice is a means of increasing the mentee’s trust in the mentor and the former’s confidence in the quality of the work performed. In addition, flexible two-way communication is a factor that contributes to maintaining confidentiality as an important property to be followed in view of respect for the learning subject and his or her individual outcomes (Schornack and Beck, 2002). According to Zanchetta et al. (2017), by constantly interacting with the mentor, the mentee not only develops critical thinking but also adopts individual communication patterns, which is valuable in the context of further independent work. Therefore, the considered concept offers flexible interaction practices, despite the fact that the learner’s initial views and opinions are transformed under this theory.

Given the aforementioned features of the transformative learning theory, one can argue that this concept is a suitable framework for achieving successful mentoring relationships. Productive communication helps change the mentee’s views on individual aspects. Establishing trusting interaction is a means of creating a productive environment to acquire new knowledge and skills. The mentor, in this case, is close to the mentee, which has a positive impact on the final learning outcomes.

Mentoring Program Design

The organisation viewed as a company for the implementation of the mentoring program has been operating in the healthcare sector for many years. Its budgetary base is stable and sufficient to acquire the necessary equipment and finance employee training abroad. However, one of the issues that the organisation has faced lately is the excessive number of older employees (about 50%). Due to rumours about a possible increase in the retirement age to 65, a large proportion of staff may continue working in the organisation. In addition, although the employment policies are followed, the current socio-economic hardships caused by the COVID-19 pandemic and the policy to reduce healthcare costs are the factors that affect the efficiency of healthcare professionals. New hires coming to the organisation are often inadequately trained from a professional perspective, exacerbated by a lack of experience. To address the existing age crisis in the company in question, one of the potentially effective measures is creating a mentoring program in which older employees can be involved as mentors to pass on valuable lessons learned to young colleagues and preserve employment opportunities since, at present, the retirement age is 55.

Developing a mentoring program requires identifying clear perspectives to achieve the desired outcomes. According to Choi et al. (2018), these activities tend to focus on the career development of less experienced employees. Unlike coaching aimed at achieving specific results in a narrow field, mentoring offers more general assistance. For the mentor oneself, working with the mentee is no less important since, for the former, this activity helps deepen their understanding of an individual path and find new insights. When the mentor talks about one’s experience and work challenges, he or she integrates that experience into one’s personality and develops oneself. Therefore, when designing a specific program, this is crucial to focus on the skills that are well developed in the mentors and can help address current gaps in the performance of young colleagues. These may include building effective communication, acquiring leadership skills and increasing productivity.

Defining the Boundaries

While analysing the contextual factors of the organisation in question, particularly the lack of professional knowledge and skills in young employees and poor mentoring experience among older personnel, goals for both parties involved should be set. Since the organisation is in a transitional period, the morale of young professionals who perform their immediate responsibilities poorly is weak. Chanchlani et al. (2018) confirm that routine has a negative impact on young staff’s productivity. Therefore, to address the needs of both parties, the goal of the mentoring program will be to preserve jobs for older employees and improve professional skills and psychological resilience for young ones. The initial stage of work will include the following steps:

• An introductory meeting with the team.
• Filling out a form for a mentor/mentee.
• An introductory meeting with the mentors and compiling a list of program participants.

Preparing Teaching Materials

Since senior staff have little or no experience in mentoring, some auxiliary instructions and aids may be helpful to them. According to Stanulis et al. (2018, p. 569), “planning is an essential component of effective instruction in learning to teach”. Therefore, before embarking on direct interaction with mentees, the selected mentors should receive all the necessary instructions and have a set of documents to refer to so as not to miss the critical stages of work. For mentees, there are also special instructions, and the entire documentation set will include the following samples:

• A brochure for mentors reminding them of the goals and objectives. It helps prepare for set-up and regular meetings with the other mentors and conduct mentoring sessions with colleagues.
• A mentee brochure that explains why mentoring is needed and how to formulate a request.
• A mentoring diary that helps both parties structure notes and ideas as they interact.

Program Announcement

Due to political pressure the organisation has faced recently, announcing the program and reporting to the appropriate oversight bodies is a must. An orientation session with representatives of the Department of Health will be held to inform higher authorities about the goals of the planned mentoring program. In addition, due to the lack of a culture of innovation in the organisation, older employees may find it difficult to use convenient digital tools to teach and communicate with mentees. In this regard, to build a sustainable mentoring regime, representatives of the local administration can assist in opening courses for mentors aimed at increasing computer literacy. The organisation has technical resources, but additional training costs may require extra funding. Therefore, interaction with the community and oversight boards is an important aspect of establishing a reliable and justified mentoring program.

Interaction Mode

After identifying the organisational factors, establishing mentors’ work with mentees should be the next step. As mentees, employees will be recruited who have worked for less than one year in the organisation. The responsibility of the mentors involved, in this case, is to supervise the performance of their peers and provide the necessary advice on how to optimise individual work aspects. The current bureaucratic style of management is a negative factor that hinders the promotion of talented young employees and evaluates the qualifications of subordinates based on their positions rather than real productivity. Thus, one of the mentors’ tasks is to create a learning environment in which the mentees can fulfil their professional ambitions and utilise the methods of working with patients, which will be the most effective.

In this regard, in addition to young employees’ theoretical training, their practical skills should be addressed. The experience of the organisation’s mentors, in this case, is a crucial criterion for success since knowledge sharing, as a tool for enhancing team productivity, is one of the key components of the mentoring program in question. Summing up the interim results of work with the mentees and drawing up plans for subsequent joint work are also parts of the range of the mentors’ responsibilities.

Evaluating the Program’s Sustainability

One of the important conditions for maintaining the sustainability of the planned program is the choice of an optimal evaluation framework. For this purpose, while considering the specifics of the organisation and the type of mentoring practice applied, the Corus approach is a convenient methodology. Carter (2006) defines this framework as a system that distinguishes two critical tasks. The first task is to assess whether the program in question is acceptable for the target group of employees involved in mentoring. The second one is to identify the potential profit that the organisation will gain from implementing a corresponding optimisation initiative. Analysing both criteria can help determine if the proposed program is effective and relevant.

While considering the first task and taking into account the current issues and needs of the organisation, one can note that the planned mentoring work is important for young employees involved as mentees. According to Prendergast et al. (2019), essential metrics to assess when evaluating a mentoring program are employee satisfaction and performance. If mentees confirm the value of participating in this project and prove the growth of professionalism in practice, this will be proof of the success of the program and its relevance to the organisation. Regarding the task of increasing profits in accordance with the Corus approach, the budget growth can be assessed from the standpoint of the interest of higher healthcare authorities. Prendergast et al. (2019, p. 602) cite “federal and foundational grant funding” as a potential opportunity to benefit from a performance improvement program. Other organisations may be interested in adopting this experience and implementing the mentoring program in their workflow. Therefore, proposals for the dissemination of the results of targeted work with personnel and the provision of all the necessary resources for this activity may confirm the value of the activities performed.

Based on the work done, the employees’ KPIs will be measured to determine real change before and after the implementation of the mentoring program. According to the Supreme Council of Health (2020), one of the significant organisational metrics would be the return of investment, or ROT, which represents the outcomes of strategic goals and interventions from a financial perspective. If the investment in staff training and the costs of mentoring work are justified and lower than the real profit obtained through the implementation of the mentoring program, this will prove the reliability of the project and will be an incentive to propose the program for consideration to higher healthcare authorities.

Reference List

Abravanel, M. and Gavin, J. (2021) ‘An integral quadrants perspective of coaching presence: a qualitative study of professional coaches’, International Journal of Evidence Based Coaching & Mentoring, 19(2), pp. 38-53.

Carter, A. (2006) Practical methods for evaluating coaching. Brighton: Institute for Employment Studies.

Chanchlani, S. et al. (2018) ‘The value of peer mentoring for the psychosocial wellbeing of junior doctors: a randomised controlled study’, Medical Journal of Australia, 209(9), pp. 401-405.

Choi, A. M. et al. (2018) ‘Developing a culture of mentorship to strengthen academic medical centers’, Academic Medicine, 94(5), pp. 630-633.

Gloss, E. J. (2012) ‘A hint of this and a pinch of that: theories that inform coaching and consulting’, Graduate Studies Journal of Organizational Dynamics, 2(1), pp. 1-13.

Misawa, M. and McClain, A. (2019) ‘A mentoring approach: fostering transformative learning in adult graduate education’, Journal of Transformative Learning, 6(2), pp. 52-62.

Prendergast, H. M. et al. (2019) ‘Evaluation of an enhanced peer mentoring program on scholarly productivity and promotion in academic emergency medicine: a five-year review’, Journal of the National Medical Association, 111(6), pp. 600-605.

Schornack, G. R. and Beck, C. E. (2002) ‘Mentorship theory and current practice: a study of executives in the greater Denver region’, International Business & Economics Research Journal, 1(12), pp. 15-26.

Stanulis, R. N. et al. (2018) ‘Mentoring as more than “cheerleading”: looking at educative mentoring practices through mentors’ eyes’, Journal of Teacher Education, 70(5), pp. 567-580.

Stout-Rostron, S. (2018) Business coaching international: transforming individuals and organizations. 2nd edn. New York: Routledge.

Supreme Council of Health (2020) A revised Target Operating Model for SMC for its back-office functions. Manama: KPMG.

Warner, N. and Budd, M. (2018) ‘The impact of peer-to-peer coaching on self-esteem, test anxiety and perceived stress in adolescents’, The Coaching Psychologist, 14(2), pp. 69-92.

Zanchetta, M. S. et al. (2017) ‘Mentors’ and mentees’ intellectual-partnership through the lens of the Transformative Learning Theory’, Nurse Education in Practice, 25, pp. 111-120.

Introduction

A Peer mentorship program entails a formal relationship between a more experienced person in the department and the rest who are still learning, and intending to share skills, wisdom, and knowledge. According to Buck (2020), peer mentoring is becoming more popular in criminal justice, with many volunteers emerging to support rehabilitative settings. However, it is still a new field and a paucity of studies are documented on the programs. Its diverse practice can involve group work, one-on-one sessions, and informal leisure activities (Buck, 2020). This proposal aims to illustrate a simple peer mentorship program in the hope that it will be adopted and implemented by the department.

Vision and Mission

The vision of the peer mentorship program is to establish a positive department where everybody is well-equipped to function optimally. There will be a fostered relationship of mutual growth and concern among colleagues. The mission is to enhance supportive associations between the people working in the department and ensure daily learning, work, and life concerns for the benefit of the institution and clients. The initiative will transform the culture of the department by encouraging workers to share facts, bond with each other, and work as a team. Thus, the entire organization will have more productive employees, leading to satisfied customers.

Program Design

The employees in the department who have similar or related career backgrounds will be grouped so that they can discuss topics and questions that are relevant to their work. In addition, people who have retired and used to work in the same department will be approached so that they can volunteer to share their insights. Notably, for peer mentorship to be effective, it should embrace multiculturalism such that there will be no discrimination based on gender, sex, ethnicity, or race (Buck, 2020). The role of senior mentors is mainly managerial, where they organize meetings, facilitate collaboration and networking, do reviews, and assist peers in improving their work performances. Other peer members should be ready to learn by making inquiries, attending meetings, and suggesting focus areas.

Training and Sponsorship

Before the formal launch of the program, experts in peer mentorship will be invited to train all the department members and retirees willing to join the program. Although the members are mainly responsible for the learning, the department will consider having occasional expert seminars. The organization will sponsor the formal aspects of the program by offering readily available resources, but the members can contribute to informal leisure activities. Moreover, getting support and sponsorship from the government and other institutions may be possible.

Program Evaluation

The mentees will have a self-assessment sheet where they can document all their skills, knowledge, and wisdom. Any time they learn something new, they can journal, eat, and then include it during formal self-assessment. In addition, there will be an evaluation form for all the meetings held personally or in groups. The evaluations will be continuous and done regularly whenever there is a meeting. The results will help continually improve the program and ensure the goals and objectives are met.

Conclusion

The peer mentorship program proposal will be implemented in the department to help ensure continuous learning among colleagues. As workers enhance their competencies, productivity will increase, and more clients will be satisfied. The people will be grouped based on their career background and multicultural setting to develop a positive environment for growth. The peer mentorship program will help improve the satisfaction of clients while improving productivity in the organization.

References

Buck, G. (2020). Peer mentoring in criminal justice. Routledge.