Essays on Mentoring and Coaching of Subordinates Coursework

Tags: Adnan Syed
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The paper 'Mentoring and Coaching of Subordinates" is an outstanding example of management coursework.   The changes in the organizational leadership structures and globalization as well have made most organizations shift to mentoring and coaching as the best alternatives to training and development (Pelan, 2012). This has effectively been utilized especially in instances where the leadership of the organization has to be developed slowly. Most organizations have invested heavily in mentoring and coaching as forms of developing the workforce (Pelan, 2012). The two concepts may be based on the same mission but are very different in terms of scope, goals, and even steps covered in each.

The aim of this paper is to explore the similarities and differences between mentoring and coaching, strengths and weaknesses of each method and the problems that are associated with each method. The paper will also discuss some tools used in measuring an individual’ s capacity to mentor or coach others giving clear and practical examples of organizations that have effectively mentored and coached their employees. Finally, the paper also explores the problems faced when undertaking to mentor and coaching activities in an organization. Differences and Similarities between Mentoring and Coaching Mentoring refers to the identification and nurturing of the potential of the whole person.

Coaching can be seen as the process of encouraging the employees or subordinates to accept the tasks and responsibility for the betterment of their own performance, thus enabling them to have superior performance and treat them as partners in the achievement of set organizational goals (Bachkirova, Jackson, & Clutterbuck, 2011; Pelan, 2012). Through the process of coaching the manager is able to help the colleagues at work solve job-related issues and increase performance through discussion and counseling procedures (Cheema & Syed, 2011).

On the other hand, mentoring is the process where one person; presumably the manager (mentor) has the mandate of overseeing the career as well as the development of a mentee or proté gé besides he normal manager– subordinate relationship (Bachkirova et al. , 2011). The mentor is more concerned with another person’ s progress at work and helps them achieve their personal goals by facilitating psychological and career support (Pelan, 2012). Coaching is task-oriented in that it lays focus on concrete matters such as articulate communication, strategic thinking and effective management.

These skills are only taught to the coachee by the coach (Bachkirova et al. , 2011). On the other hand, mentorship is relationship-oriented in that its major goal is to create a safe environment where the proté gé is able to share their mind on whatever issues they are facing in the institution that is affecting their professional and personal success (Bachkirova et al. , 2011). The other difference between coaching and mentoring is that coaching is short term and mentoring long term.

Coaches successfully involve themselves with the coachee for a short period of time that is divided into sessions. The coaching can, however, last as long as it is needed in the organization (Pelan, 2012). On the other hand mentoring requires a lot of time for both parties involved to meet their objectives. The partners have to learn about each other and thus build a climate where the mentee is free to share the real issues on the ground (Pelan, 2012). It is estimated that a well-conducted mentorship program takes about one year.

References

Bachkirova, T., Jackson, P., & Clutterbuck, D. (2011). Coaching and mentoring supervision: Theory and practice. Maidenhead: Open University Press.

Cheema, F., & Syed, N. A. (2011). Prospects of Coaching & Mentoring as HRD Intervention in Pakistan: A Conceptual Study. Journal of Management and Social Sciences, 7(1), 27-37.

Ellinger, A. D., & Kim, S. (2014). Coaching and Human Resource Development Examining Relevant Theories, Coaching Genres, and Scales to Advance Research and Practice. Advances in Developing Human Resources, 16(2), 127-138.

Joseph, C. (2015). Advantages & Disadvantages of Mentoring | Chron.com. Retrieved from http://smallbusiness.chron.com/advantages-disadvantages-mentoring-10888.html

Long, N. (2015). Organizational Benefits of Coaching & Mentoring | Chron.com. Retrieved from http://smallbusiness.chron.com/organizational-benefits-coaching-mentoring-10077.html

Pelan, V. (2012, February). The Difference Between Mentoring and Coaching. Retrieved from http://people.cpp.com/rs/cpp/images/Mentoring_and_Coaching.pdf

TEC. (2013, September 23). CEO Coaching and Mentoring Australia - Procter & Gamble explain award-winning attitude to leadership. Retrieved from http://www.tec.com.au/resources/blog/september-2013/procter-gamble-explain-award-winning-attitude-to-leadership/

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