Mentoring Plan for Organizational Culture

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Table of Contents

The Targeted Organization
Useful Tools
An Overview of the Plan
Conclusion
Reference List

The Targeted Organization

I have been working in a small company that produces and markets various consumer products. Our department mainly fulfills the needs and expectations of different customers. The department has a total of 12 members. These employees used to work as a team to support their customers (Connor & Pokora, 2012). Every member of the team used to present the best ideas. These individuals also collaborated with different stakeholders to achieve targeted goals. Notably, the level of performance at the company has decreased significantly.

The department is unable to fulfill the needs of different customers. Many customers have been complaining because of this malpractice. Most of the employees in the department are unable to work together. The concept of teamwork is no longer applicable in this department. Most of these individuals have been reporting to work late. Every individual is now unhappy with this culture. The weaknesses associated with this department have affected the performance of the firm (Passmore, 2010). These issues explain why a powerful mentoring culture is required to support the targeted department.

The proposed mentoring plan should produce positive behaviors. This new culture will ensure every individual acquires the best competencies. The program will encourage every employee to promote the best practices (Passmore, 2010). The mentoring plan will also promote the concept of teamwork. A new wave of collaboration will ensure every employee supports the targeted goals. A powerful mentoring program will eventually make this firm successful.

Useful Tools

Mentors should use powerful tools to address the needs of their clients. Such tools depend on the problems existing in the targeted company. It is appropriate to use the best tools to support this department. The first one is a diagnostic tool. This tool “identifies the major challenges affecting the targeted group or department” (Passmore, 2010, p. 28). A customized model will mentor my workmates.

These two tools will work effectively to produce the best goals. To begin with, the diagnostic tool will identify the challenges facing different individuals. This tool will highlight the major obstacles and problems affecting different employees (Connor & Pokora, 2012). The other tool will make it easier to transform the department. The targeted tool is called the GROW Model. This customized model will empower different individuals in the department. Mentors “should use different styles to achieve the best goals” (Murrell, 2007, p. 7). I will use these tools to create a powerful Strategic Plan. This approach will make it easier for me to achieve targeted outcomes.

An Overview of the Plan

Overview of the Culture in the Organization

The targeted department does not promote the best organizational practices. The majority of the employees are not goals-oriented. The level of collaboration “decreases whenever there is a poor culture” (Murrell, 2007, p. 3). The concept of teamwork is no longer supporting the department’s goals. The level of absenteeism has also increased in the department. The employees have not been communicating effectively. This situation had made it impossible for the firm to emerge successfully.

How the Proposed Culture Will Look Like

I will use my skills to increase the level of interaction. I will use my skills to address the challenges affecting the department. I will encourage more employees from other departments to be part of the program. Mentors should also recruit a competent team leader. Learning will also become a continuous practice in the department. This strategy will equip workers with new concepts and ideas. The individuals will “eventually embrace powerful practices such as teamwork, decision-making, problem-solving, and effective communication” (Murrell, 2007, p. 4). The newly-implemented culture will eventually make the department profitable.

Steps and Timeline

The targeted mentoring program will be implemented within four weeks. I will use the first week to examine the unique issues affecting the department. The “functionality of different teams depends on the existing organizational culture” (Murrell, 2007, p. 5). The above diagnostic tool will address most of the issues raised by different members. The tool makes it easier for mentors to gather the best information. I will execute the second step during the second week. I will educate the targeted individuals about the benefits of the proposed program. Mentors should use “flyers, notices, and internal memos to support every proposed change” (Passmore, 2010, p. 59). The third step will be the implementation process. This process will ensure every employee understands the relevance of positive organizational practices. The “GROW Model will focus on the targeted goal, the current reality, options, and the best way forward” (Passmore, 2010, p. 64). The members of the department will acquire new skills. The fourth step, “will be the evaluation phase” (Passmore, 2010, p. 69). I will analyze the new culture implemented at the firm. I will use the stage to address various issues, such as resistance.

Individual Roles

The identified team leader will equip the members with the best ideas. The leader will distribute various learning materials. My goal will be to encourage every individual to promote the best practices. The members of the team will also participate in the plan. They will embrace positive behaviors to produce the best goals. Different managers will also be encouraged to support the mentoring program (Connor & Pokora, 2012).

Cost-Benefit Analysis of the Plan

The firm will support this plan. The final results of the plan will be to support the company. For instance, the department will function effectively. Every employee will embrace new practices to improve the level of performance (Murrell, 2007). The targeted firm will eventually achieve its goals. The proposed plan will produce the best outcomes.

Ethical Issues Associated with the Plan

Several ethical issues might arise during the mentoring process. Some individuals might not expect their weaknesses to be highlighted during the process. The program will ensure every activity is executed ethically. The plan will safeguard the rights of different employees. The plan is expected to produce the best behaviors (Connor & Pokora, 2012). I strongly believe that the proposed plan will not produce many ethical challenges.

Conclusion

The proposed Action Plan follows a theoretical framework. The plan will identify the challenges affecting the targeted department. Mentors can use this understanding “to implement the best plan” (Passmore, 2010, p. 104). I will also encourage different individuals to support the mentoring program. The practice will also create positive relationships (Murrell, 2007). I will listen actively to address the issues affecting the department. My mentoring program will ensure different employees focus on the best practices. Managers and mentors should also address the ethical challenges affecting their Strategic Plans (SPs). I believe that the above plan is applicable to the targeted department. The plan will address the challenges affecting the targeted firm. New practices will emerge to make the department more productive.

Reference List

Connor, M., & Pokora, J. (2012). Coaching and Mentoring at Work: Developing Effective Practice. New York, NY: Open University Press.

Murrell, A. (2007). Five Key Steps for Effective Mentoring Relationships. The Kaitz Quarterly, 1(1), 1-9.

Passmore, J. (2010). Excellence in Coaching: The Industry Guide. New York, NY: Kogan Page.

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