Relevant bibliographies by topics / Coaching in organization

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Coaching in organization'

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Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Coaching in organization"

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Kibe, James Kahugu, and Stephen Muathe. "Executive Coaching and Organisational Performance." International Journal for Innovation Education and Research 6, no. 1 (2018): 11–26. http://dx.doi.org/10.31686/ijier.vol6.iss1.890.

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Executive coaching is now becoming paramount in any organization that values performance. However, there is scanty research on the relationship between executive coaching and organizational performance. The purpose of this study is to identify the contextual, theoretical, conceptual and methodological gaps that exist between executive coaching and organizational performance. The study has found out that relatively few theories link the two major variables in the study. Experiential leaning theory talks about learning experiences and outcomes of executives but fails to give a clear link of how the various outcomes lead to organizational performance. More so, cognitive behavior theory is more inclined to behavioral changes and self-driven scrutiny on finding fault in oneself with aid of Socratic questioning, but does not clearly explain how the changes lead to organizational performance. The systems approach sheds light on how the various systems in the organization can be amalgamated to give an effective leader but fails to indicate how effective leadership translates to organizational performance. The goal theory on the other hand explains how the various environment and personal aspects lead to goal attainment in the organization. However, learning and behavior change have not been used categorically to explain the goal attainment process. The empirical studies conducted tend to relate executive coaching to other variables such as job satisfaction, individual commitment, self-efficacy and self awareness in the western context but fails to associate the coaching exercise to organizational performance. Finally, few studies have employed inferential statistics to show the association between executive coaching and organizational performance. The fundamental conclusion therefore, is that the gaps mentioned and explained in this study need to be addressed in order to show if indeed there is any association. The study would help organizations in realizing that, the association between executive coaching and organizational performance has an impact in the firm.
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Khalid, Nadeem, and Dewan Md Zahurul Islam. "Coaching to Tackle COVID-19 Crisis: A Critical Review for Management Practitioners." Annals of Contemporary Developments in Management & HR 2, no. 4 (2020): 33–40. http://dx.doi.org/10.33166/acdmhr.2020.04.005.

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The current paper is an attempt to refresh the concept of coaching in the minds of scholars to help them address major issues affecting performance, psychological well-being, and behaviors of employees due to the COVID-19 Pandemic. The paper serves as an effort to help organizational researchers recall the concept of coaching and its benefits for people and their organizations during the current times. The work also aspires to encourage researchers to consider investigating coaching to provide objective results for policy and implications. The article provides information on the idea of coaching and the various explanations given by management and organizational practitioners. The paper also provides information on the purpose of coaching and why organizations need to understand the concept of coaching and the different types that are available both within and outside of the organizations. Important to state that the paper also discusses the benefits of coaching, which spotlights the need for coaching to be utilized by organizations. Lastly, the paper discusses how coaching can be particularly important in crises like COVID-19 Pandemic followed to guide and recommend organizations to make the use of it to overcome employee, organization, and performance-related issues.
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Nikolaeva, Velislava. "COACHING AS A STRATEGIC MANAGEMENT TOOL." Knowledge International Journal 28, no. 1 (2018): 63–68. http://dx.doi.org/10.35120/kij280163n.

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In the last few years, the use of coaching in the management of the business organization has become more and more popular. The new requirements for global environmental behavior and global competition support the established need to improve the tools for managing indoor environment factors that lead to the sustainable formation of competitive advantages and to increasing the efficiency of management. On the other hand, the evolution of the business organization also implies a continuous improvement of the management tools in order to better meet the objectives and increase the effects from the realized activities and processes. This is the argumentation of the defended thesis in the present study, namely: Coaching can be used as a management tool that helps to create sustainable competitive advantages, supports the implementation of organizational goals and positively influences the organization's working climate. In view of the sustainability of the results and benefits to the organization from the use of coaching, it is advisable that it can be done by managers who are specially trained to do so.The aim of the study is to follow the scientific discussion on the essence and specifics of coaching in the management of the business organization. On this basis, to systematize and critically analyze the relevance of coaching as a strategic management tool to increase the individual and complex results of the activities carried out in the organization.In order to achieve the research goal, analysis and synthesis of specialized literature, problematic, systemic and functional analysis are used. In the course of developing the report, focus is placed on the specifics of coaching and its relevance to business organization management, including its potential to be used to form and develop sustainable competitive advantages and achieve strategic success. The term "synergic coaching effect" is used and substantiated.The author's understanding of coaching ability to generate synergic effects is formed on the basis of established direct and indirect benefits to the organization as a result of using coaching to solve different kinds of problems that lead to a general and individual increase in the results of the activities performed, to improving the professional suitability of employees and managers.This statement does not deny the benefits to the organization from using an external coach, as well as the training of employees of the organization for implementing internal coaching. Based on the systematic and analyzed information about the coaching specifics, it is concluded that the organization should train its managers to conduct coaching. In this way, the manager's skills are increased and another problem solving tool is mastered. At the same time, the trust between him and his coaching staff is growing, which can be seen as one of the prerequisites for turning the manager into a leader. Coaching by a manager in the process of solving internal organizational problems, not by an outsider or a trained coach, also saves time, as it misses the stage in which regardless of the type of coaching chosen - whether external or internal with a coach who is not the manager, the latter must get acquainted with the results achieved to take the necessary action.This is another argument in support of the defended thesis that coaching can successfully be used as a strategic tool for managing the business organization.
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Mihiotis, Athanassios, and Niki Argirou. "Coaching: from challenge to opportunity." Journal of Management Development 35, no. 4 (2016): 448–63. http://dx.doi.org/10.1108/jmd-10-2014-0139.

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Purpose – The purpose of this paper is to present coaching opportunities and applications in the workplace as well as to point out that organizations that want to leverage the benefits of coaching must be mature enough to have certain processes and practices in place. A further purpose of this paper is to gain some insight regarding several critical success factors are not well understood by organizations and to identify possible areas for improvement for them. Design/methodology/approach – The authors first presents the environment in which coaching was developed, from which disciplines was it affected, and how it was shaped into its current form. Then the authors focus on coaching used as a business development tool and critical factors that play an important role in the effectiveness of coaching from the organizations’ side are presented. The paper ends with some qualitative conclusions. Findings – The value that organizations realize form coaching is proportional to the quality of coaching delivered. Organizations that invest in quality coaches, have, themselves, a clear understanding of what coaching really is and actively support coaching initiatives at every aspect of coaching’s procedure, can reap the greatest benefits from it. Originality/value – Several studies have been conducted to determine the organization-dependent factors that affect coaching and the quality of the result. However, do date it has not been highlighted that organizations that want to leverage the benefits of coaching must be mature enough to have certain processes and practices in place. Furthermore, possible areas for improvement for companies are identified regarding several critical success factors that are not well understood by them.
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Chan, Juni, and John Burgess. "Coaching the coaches." Human Resource Management International Digest 23, no. 6 (2015): 30–33. http://dx.doi.org/10.1108/hrmid-06-2015-0098.

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Purpose – Reports on a case study of a 15-month coaching-development program in a Hong Kong-based organization. This paper outlines the purpose, processes and outcomes of the program. Design/methodology/approach – Draws on the material obtained from internal coaches through structured interviews and focus groups that were held throughout the program. Findings – Reveals that the internal coaches reported that the coaching program improved their skills and enhanced their capacity to help others and develop managerial talent in the organization. Practical implications – Advances the view that a well-designed, long-term and continuously monitored coaching program using an external moderator/facilitating coach can develop professional managerial and leadership skills and support talent management. Originality/value – Describes a coaching-development program that has the potential to be applied in organizations that face talent-management and recruitment problems.
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Milner, Julia, Trenton Milner, and Grace McCarthy. "A Coaching Culture Definition: An Industry-Based Perspective From Managers as Coaches." Journal of Applied Behavioral Science 56, no. 2 (2020): 237–54. http://dx.doi.org/10.1177/0021886320905126.

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Despite increasingly common references to “coaching cultures,” little empirical research has been conducted to understand the nature of coaching cultures. Our study aims to address this gap with a study of Australian managers. In their responses to open-ended questions, managers gave us insight into their experiences of coaching cultures. The elements needed to create a coaching culture are consistent use of different types of coaching across the organization, a formalized process, provision of appropriate training and resources, the involvement of top management, transparency of benefits, and the alignment with organizational values such as ownership, empowerment, collaboration, and respect. Managers should take a proactive role in the creation of coaching cultures within their organizations, including acting as coaching role models, actively engaging in training themselves, and promoting the benefits of such a culture.
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Bass, Jordan R., Mark Vermillion, and Paul Putz. "“Going Viral”: The Impact of Forced Crowdsourcing on Coaching Evaluation Procedures." International Sport Coaching Journal 1, no. 2 (2014): 103–8. http://dx.doi.org/10.1123/iscj.2014-0058.

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In this paper, we examine the role of forced crowdsourcing in coaching evaluation and assessment systems. In previous conceptualizations, crowdsourcing (Howe, 2006) is an organization-controlled process where the opinion of the general public is used for organizational good. However, in sport, and particularly coaching, this is not always the case. Further, we detail the role of viral content in increasing public pressure during the monitoring, enforcing, and ultimately changing of organizational actions. Examples of American coaching scandals in sport were used to illustrate these concepts. From Woody Hayes to Bob Knight to Mike Rice, coaching scandals have captivated the public at large and forced administrators to weigh the public opinion against their own organizational morals and best practices. Finally, we argue organizations are often driven to act due to forced crowdsourced opinions. In all, increased forced crowdsourcing has fundamentally changed the previous insular dynamics of sporting organizations through increased awareness of coaching practices and the promotion of accountability among administrators for the actions of the coaches in their program.
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Ben-Hador, Batia. "Coaching executives as tacit performance evaluation: a multiple case study." Journal of Management Development 35, no. 1 (2016): 75–88. http://dx.doi.org/10.1108/jmd-08-2014-0091.

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Purpose – The purpose of this paper is to examine organizational perceptions regarding the coaching process as an evaluation tool. Methodology – The research method used is a multiple case study based on the author’s work with coached executives in eight organizations in Israel. Texts of 79 coaching encounters with executives, their directors and human resource personnel, were analyzed. Text analysis was performed through a qualitative method. Findings – The research findings provide evidence of the intensity of the coaching practice as a tacit evaluating tool for organizational functioning, in relation to five focusses: the selection of executives for the coaching meetings, the participants’ perception of their participation in the coaching process, the organizational control wishes, how participants deal with organizational supervision and confidentiality. Research limitation – Research findings are discussed from a perspective of power relations in the organization, and their significance is presented. Practical implication – The usage of the coaching tool, not only for its original purpose, but also for evaluating and controlling executives tacitly, can hurt the coaching process, and its authenticity. Originality value – The concept of “tacit evaluation” was developed for this research, and the concept of the coaching process as a tacit tool of control and supervision can help us to better understand the coaching process, and its covert and overt components.
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Aydin, Erhan, and Alparslan Sahin Gormus. "Does organizational forgetting matter? Organizational survival for life coaching companies." Learning Organization 22, no. 3 (2015): 150–62. http://dx.doi.org/10.1108/tlo-12-2014-0068.

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Purpose – The purposes of this paper are to determine the role of organizational forgetting in different type of coaching companies and to determine organizational survival based on both knowledge structure of coaching companies and organizational forgetting with core features of organizations. Design/methodology/approach – Within the context of this research, two worldwide and well-known coaching companies were examined as case study, and analyses of case studies which included company background and testimonial analysis was used as inputs for the semi-structured interviews of 12 PhD students in the UK who took seminars and training from the coaching companies. Based on the interviews, the authors concluded the research as describing knowledge structure, core features and organizational forgetting type. Thus, organizational survival based on organizational forgetting could be interpreted. Findings – Based on the case studies and interview results, there were two findings. First, it was indicated that the type of organization (knowledge structure) had a different type of organizational forgetting. Second, core features of organizations based on the interviews and types of organizational forgetting were linked to each other. According to these results, organizational survival for coaching companies was discussed. Research limitations/implications – This study also has some limitations. First, this paper just focuses on coaching organizations to find new perspective for the organizational forgetting literature. Second, because of the scope of this research, interviewees are limited to individuals who have knowledge or take any seminars related to field of coaching. Other sectors also must be considered to attain detailed knowledge related to organizational forgetting because case-specific studies will bring new dimensions to the literature of organizational forgetting. Originality/value – First, this study makes a research contribution to the field of organizational forgetting because studies related to organizational forgetting mostly consist of conceptual papers, and, second, we have introduced two new perspective to the concept of organizational forgetting through this research paper.
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Bagshaw, Michael. "Coaching, mentoring and the sibling organization." Industrial and Commercial Training 30, no. 3 (1998): 87–89. http://dx.doi.org/10.1108/00197859810211224.

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Dissertations / Theses on the topic "Coaching in organization"

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Muellerová, Ivonne. "Role koučování v organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113313.

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The subject of my thesis is "The role of coaching in organization". My study compares management of various companies through interviews and questionnaires to find out the reality about coaching in Czech republic. The result of this thesis is an expert analysis for companies that are not knowledgeable in this field and need quick orientation that will help them to decide if they need coaching. The theoretical part introduces the concept of coaching in organizations. This includes a basic knowledge of coaching, coaching in management, how coaches look at management, shows differences in types of coaches and also coaching models that currently exist. The central part of the thesis is the practical part. It contains three parts and final practical. In first part I mention existence of numerous studies and from those I selected three to focus on. Second part reveals the real situation in companies through structured interviews with management. The third part describes evaluation of coaching from the perspective of the target group. The main conclusion and contribution of this thesis is in the practical part. It includes expert analysis and recommendations for various types of companies according to their size and financial possibilities.
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Jacox, William. "What Are the Key Qualities and Skills of Effective Team Coaches?" Antioch University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1456160896.

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Read, Michael James Barber. "Investigating organizational coaching through an athletic coaching comparison : determining high performance coaching practices in organizations." Thesis, University of British Columbia, 2011. http://hdl.handle.net/2429/36112.

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Increasing emphasis on employee development has resulted in the emergence of coaching in organizations. Organizational coaching unites the various approaches and forms of coaching which currently exist within organizational boundaries. Though athletic coaching analogies are widespread within organizational coaching literature, a comprehensive comparison of athletic and organizational coaching has not been conducted. Omission of key athletic coaching practices in organizational coaching may hinder top employee performance. Through a multi-phase, mixed-method design, a comparison of athletic and organizational coaching was completed. The initial phases of the study reviewed the emergence of organizational coaching and compared athletic with current forms of organizational coaching. The quantitative and qualitative responses provided by coaches helped explain why the athletic approach to coaching is not extensively used in organizations. Main categories of comparison were found which guided item construction for the high-performance coaching practices (HPCP) measure. A second study of athletic and organizational coaches allowed psychometric analyses which helped construct the final HPCP measure. The HPCP may have great utility for researchers, coaches, and organizational stakeholders by helping to align the performance management system to the athletic coaching approach. Increased usage of HPCPs may also aid in coach selection, coach-coachee matching, and promote employee health and well-being. The coaching approach is placed on the consulting-to-counselling developmental spectrum, which helps define the formats and roles of organizational coaches in workplaces. A model for organizational coaching was produced, providing guidance on how HPCPs fit within the overall organizational coaching program. The coaching model provides a foundation for future coaching research and practice. With the constant and ongoing influences on organizational coaching from athletics, the athletic approach to coaching can no longer be ignored. This comparative research project provides the preliminary steps to establish the coaching approach, based mainly on athletic coaching HPCPs, as a legitimate approach to coaching in organizations. Researchers, organizations, and coaches interested in employee and organizational development may discover that this approach to organizational coaching, utilizing HPCPs, is essential. For employees wishing to “go for gold” as athletes do, the coaching approach provides a comprehensive framework from which an individualized coaching program can be constructed.
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Kassim, Mohar. "A qualitative study of the relationships between the knowledge and behaviour of coaches in two football academies in Malaysia." Thesis, Loughborough University, 2008. https://dspace.lboro.ac.uk/2134/27664.

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The formation of the Football Academy in Malaysia was seen as the best possible way to develop young footballers, through a decentralized programme with the aim to provide a strong base for many players who are sound and strong and to produce an individual player who can reach world class standard. With the problem of performance of the Malaysia national football team, which has been considerably affected by problems relating to the knowledge of coaching and behaviour of the football coaches in the coaching process, the study of the academy football coaches in Malaysia was conducted to offer some possible ways to address the issues facing the coaching profession in Malaysia. It is significant to study the academy coaches since the football academies are expected to play a prominent role in producing quality players for the states, national and international teams. The study applied a qualitative methodology to explore the unique features and circumstances surrounding the football academy coaches and players in the context of this study and the major sources of data include the interview, observation and documentation analysis. Subsequently, the findings of this study revealed that i) the development of knowledge of coaching has taken place in the academy but constrained by factors involving the coach education programme at the academy level; ii) the weaknesses of the coaches in transferring important knowledge to the players showed a significant impact on the players' performance; iii) the coaches' behaviour that were seen in organizing the players and training them for competition has impacted on the players' performance; iv) the important relationship between coaches' knowledge and behaviour that play a significant role in the development of the players; and v) other factors which have impact on the coaches' behaviour during the coaching process.
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Wiklander, Marianne. "”Lämna tistlarna kvar!?” : Om att ta lärande till hjälp för att lyckas gå från ord till praktisk handling i organisationens interna kommunikation." Thesis, Uppsala universitet, Institutionen för pedagogik, didaktik och utbildningsstudier, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-215443.

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Utgångspunkten i uppsatsen är, att om en kommunikation av ett budskap inom en organisation skall ha förutsättningar att lyckas, måste budskapet: 1. först och främst bli mottaget, d v s uppfattas av en tänkt mottagare. 2. därefter tolkas korrekt, d v s avsändarens och mottagarens förståelse måste stämma överens. 3. sist, men inte minst, väcka engagemang, d v s vilja att ta till sig budskapet, samt skapa självförtroende, d v s tro att kunna omsätta budskapet i praktiken. Tre metoder analyseras utifrån ett lärandeperspektiv vilket bygger på fenomenografiska principer om att förmedla lärande samt erfarande av lärande genom att skapa variationens arkitektur och bygga relevansstruktur. De tre metoderna som analyseras är: 1. Ifråga om att mottagande - den duala annonseringsmodellen. 2. Ifråga om förståelse - Ongstads triadiska positioneringsmodell. 3. Ifråga om att väcka engagemang och självförtroende att formulera en aktivitet - Palmers multimodala coachningsmodell. Det visar sig att samtliga metoder bör kunna användas för att förmedla lärande enligt det i denna uppsats valda fenomenografiska lärandeperspektivet. En slutsats som dras är, att en möjlig brist och förklaring till att kommunikation inte alltid fungerar, är att mottagaren som en människa med personliga egenskaper och problem glöms bort. Om fokus istället läggs på att utforma kommunikationen så den stämmer överens med hurdan människan (mottagaren) är, är det tänkbart att chansen ökar att få fler åhörare vilka förstår och tar till sig ett förmedlat budskap. Eftersom de tre analyserade metoderna rör olika aspekter av människan, bör användning av samtliga tre tillsammans bidra till att underlätta ett budskaps passage genom de barriärer som hindrar mottagande, förståelse och formulering av aktivitet.<br>The premise of this thesis is that a successful communication of a message throughout an organisation requires that the message: - first and foremost is received, i e perceived by an intended recipient. - is properly interpreted, i e the sender’s and the receiver's understanding of the message must match. - last, but not least, stimulates involvement, i e stimulates the willingness to take in the message and gives the self-confidence to translate the message into practice. Three methods are analyzed from a learning perspective based on phenomenographic principles. The principles are about facilitating learning by creating the architecture of variation and by building a relevance structure. The three methods analyzed are: 1. In terms of receiving messages – the dual advertising model. 2. In terms of understanding – Ongstad’s triadic positioning model. 3. In terms of commitment and confidence to formulate a task – Palmer’s multimodal coaching model. From the chosen phenomenographic learning perspective, all methods turn out to be useful. One conclusion that may be drawn from the study is, that a possible reason behind unsuccessful communication of a message, is that the receiver as a human being with personal characteristics and problems is not taken into account. Therefore, if focus is placed on designing communication so it matches the receiver, the chance increases to get more listeners who understand and take in the conveyed message. As the three analyzed methods relate to various aspects of the human being, the use of all three together may facilitate the message through the barriers that prevent the message from being received, understood and applied.
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Dobrovolný, Tomáš. "Leader organizace v informační / znalostní společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-19150.

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The thesis aims to analyze the role and work as a leader in the organization through systemic approaches and systemic thinking. Highlight the changes coming with the transition to an information / knowledge society and the replacement of manual workers' by knowledge workers. Emphasize the importance that not only tools have changed, but also paradigm. Take leader as a complex person, not only as an instrument of power, and find a way to balance on the way to his goal in such turbulent times. Look at the organization as a system by system theory and find a correct set of functionality. Starting with creation of rules, through the issue of putting the right elements to ensure the desired interactions between them.
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Abukaf, Ward, and Johan Gustafsson. "Finns det direkta kopplingar? : En kvalitativ studie om mål och dess påverkan på inkubationsprocessen hos svenska inkubatorer." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-179212.

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Bakgrund: Inkubatorer är organisationer som syftar till att hjälpa nystartade företag att växa och överleva sina tidiga år. Det finns tydligt beskrivet hur inkubatorernas stödprocesserär utformade, men beskrivningar om hur och varför de utformats på detta sätt lyser med sin frånvaro. Ett fåtal forskare har antagit eller beskrivit kopplingar mellan processutformning och organisationers målsättning, men ingen tydlig koppling verkar ha identifierats. Genom att sammankoppla målsättning och process syftar denna studie till att illustrera hur processer utformas, både inom inkubatorer och hos andra organisationstyper. Syfte: Syftet med denna uppsats är att beskriva hur målsättningen hos icke-vinstdrivande svenska inkubatorer påverkar utformningen av inkubatorernas inkubationsprocesser. Metod: Uppsatsen utgår ifrån ett konstruktionistiskt perspektiv med en abduktiv ansats, som i sin tur inneburit ett iterativt arbetssätt. Studien har en kvalitativ forskningsdesign, och undersöker 11 svenska inkubatorer i en fenomenbaserad små-N-studie. Uppsatsens respondenter valdes ut genom ett i huvudsak målstyrt urval, och data från respondenterna har samlats in genom semistrukturerade intervjuer. En tematisk analys har utförts baserat på den empiriska data för att finna kopplingar till uppsatsens frågeställningar. Slutsats: Studien drar tydliga kopplingar mellan målsättning hos svenska icke vinstdrivande inkubatorer och deras inkubationsprocesser. Dessa kopplingar kan dras både mellan övergripande mål och specifika mål inom organisationerna. Urvalet till en inkubator påverkas mycket av inkubatorns olika mål. Vissa delar av handledningsprocessen, främst nätverksaktiviteter och rådgivning, påverkas också tydligt av inkubatorns mål. Denna studie har dessutom påvisat att de specifika målen som formulerats hos inkubatorerna ofta baseras på de övergripande målen.<br>Background: Business incubators are organizations with a purpose to help new ventures grow and survive their early years. There are descriptions of the general incubation process, but clear motivations of their process design are sorely missing. Some researchers suggest links between the goals of organizations and their process design, but a clear connection seems to be missing. By connecting goals and processes, this study aims to illustrate how processes are formed within business incubators as well as other types of organizations. Purpose: The purpose of this study is to describe how the goals of Swedish non-profit incubators influence the design of business incubators’ incubation processes. Methodology: The study is based on a constructionist perspective with an abductive approach, which in turn has led to an iterative study process. It is based on a qualitative research design and investigates 11 respondents through a small-N-study. Respondents were chosen based on a mostly goal-driven selection process, and empirical data has been collected through semi-structured interviews with each respondent. A thematic analysis was conducted on this data to answer the research questions posed. Conclusion: The study draws clear connections between goals of Swedish non-profit business incubators and their incubation processes. These connections can be made from both organizational goals and specific goals within the organizations. Incubators' selection processes are largely affected by the different goals of the organization. This is also true for networking and guidance activities within the incubator. In addition, the study has shown that specific goals within the incubators are largely influenced by their organizational goals.
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Jamison, Jamie L. "The Importance of Front-Line Supervisor Coaching Ability and Performance to Employment Decisions and Coaching Culture Success." Thesis, Capella University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10829429.

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<p> This qualitative exploratory single case study was completed to analyze the role of how middle managers evaluate coaching ability of front-line supervisors, address unsuccessful coaching, and learn how those determinants factor into the manager&rsquo;s employment decision respective to retaining or hiring a front-line supervisor. The investigation occurred at a regional company in the Midwest of the United States that had previously attempted to enact a coaching culture program. Focus was placed on senior leaders and hiring/middle manager viewpoints and interviews were conducted with nine middle managers and three senior leaders. Additional data points included document analysis, direct observation, and expert testimony from a consultant who had worked with over 100 companies to implement a coaching culture. Data were analyzed through an eclectic two-phase coding system with emphasis upon hypothesis coding, word frequency, and thematic coding reassembly. Identified themes were then investigated through a lens of assertion development, and decision modeling. Five critical conclusions emerged and those findings aligned to how companies evaluate coaching ability and use those assessments in hiring decisions. Each of the five findings have a direct effect on the success of implementing a coaching culture. (1) Leaders should fully align on organizational coaching expectations, behaviors, and definitions. (2) Organizations need a robust coaching supervision program to evaluate current front-line supervisors. (3) Companies need to develop a comprehensive interviewing process to ascertain the coaching ability of potential candidates for the front-line supervisor role. (4) Leaders should also mitigate factors that inhibit coaching activity particularly emphasizing the importance of the coaching dyad. (5) Companies need to ensure the quality and consistency of coaching throughout the organization.</p><p>
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Dove, Jean Tracy. "Establishing effective organisational coaching strategies." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/496.

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To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study was to identify coaching strategies that can be implemented by organisations in order to ensure the retention and development of employees. Businesses have to rely on employees to help them achieve financial growth, outperform their competitors, produce innovative products and to achieve long-term goals. These tasks would be impossible to achieve if the interests of employees were neglected. It was established from the literature survey that the coaching style of leadership involved more than simply training managers in coaching skills. A whole new coaching culture needed to be implemented in businesses in order to bring about change. Coachees rely on effective coachers to provide guidance and to demonstrate the skills needed. Based on various models in the literature survey a coaching model was formulated. The empirical survey was conducted at five selected companies in the Buffalo City Municipal area. A theoretical model for organisational coaching was developed and tested by means of a questionnaire. It emerged that employees at lower levels had not been involved in any form of coaching.
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Jarošová, Milena. "Management znalostí." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-4068.

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Theoretical part: Basic terms of knowledge management, knowledge worker, knowledge creation and conversion process, prerequisites and benefits of knowledge management. Knowledge management and it's connection to organizational culture and structure, result measurements of knowledge management, learning organization and it's connection to knowledge management. Tacit knowledge management tools -- stories -- types, how to create, practical use, communities, coaching. Value Based Organization. Practical part: Characteristics of organization, value based organization in reality, classification of stories from organization, organizational values, stories in detail, stories in customer care, stories in back line departments. Propsal on improvement of tacit knowledge management in organization -- employee training, mutual inspiration, front line department visits, modifications of organizational values.
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Books on the topic "Coaching in organization"

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R, Weintraub Joseph, ed. The coaching organization: A strategy for developing leaders. Sage Publications, 2007.

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Braham, Barbara J. Creating a learning organization: Promoting excellence through education. Crisp Publications, 1995.

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Anderson, Terry D. Transforming leadership: Equipping yourself and coaching others to build the leadership organization. 2nd ed. St. Lucie Press, 1998.

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Leadership coaching for educators: Bringing out the best in school administrators. Corwin Press, 2007.

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Coe, Cindy. Coaching skills inventory (CSI) administrator's guide. Pfeiffer, 2008.

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Harvard Business School Publishing Corporation., ed. Coaching people: Expert solutions to everyday challenges. Harvard Business School Pub., 2006.

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Stein, Mark A. Successful onboarding: A strategy to unlock hidden value within your organization. McGraw-Hill, 2010.

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Paul, Attner, ed. The Packer way: Nine stepping stones to building a winning organization. St. Martin's Press, 1998.

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1952-, Hoover John, ed. The coaching connection: A manager's guide to developing individual potential in the context of the organization. American Management Association, 2009.

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Association, Medical Group Management, ed. Leading, coaching, and mentoring the team: A how-to guide for medical practices. Medical Group Management Association, 2009.

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Book chapters on the topic "Coaching in organization"

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Barrett, Richard. "Coaching the leader." In The Values-Driven Organization. Routledge, 2017. http://dx.doi.org/10.9774/gleaf.9781315558530_15.

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F.Wright, Joel. "Coaching beyond the Organization." In The Center for Creative Leadership Handbook of Coaching in Organizations. John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119207535.ch19.

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Riddle, Doug. "Delivering value to the organization." In Mastering Executive Coaching. Routledge, 2018. http://dx.doi.org/10.4324/9781351244671-8.

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Bakhshandeh, Behnam. "Individual Intervention: Executive and Management Coaching." In Organization Development Interventions. Productivity Press, 2021. http://dx.doi.org/10.4324/9781003019800-5-7.

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Barrett, Richard. "The personal mastery self-coaching process." In The Values-Driven Organization. Routledge, 2017. http://dx.doi.org/10.9774/gleaf.9781315558530-39.

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Pitsis, Alexandra. "Jack and the Scripts for Rock & Roll Coaching." In The Poetic Organization. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137398734_8.

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Bush, Mary Wayne, and John L. Bennett. "Organization Development in Action: Values-Based Coaching." In Enacting Values-Based Change. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69590-7_14.

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Brennan, Diane. "Leadership Coaching: The Impact on the Organization." In The Philosophy and Practice of Coaching. John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119207795.ch13.

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Thomas, Robert J., Claudy Jules, and Joshua Bellin. "Leaders Coaching Leaders: Cascading Leadership Development Through the Organization." In Experience-Driven Leader Development. John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch52.

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Peterson, David B. "Executive coaching: A critical review and recommendations for advancing the practice." In APA handbook of industrial and organizational psychology, Vol 2: Selecting and developing members for the organization. American Psychological Association, 2011. http://dx.doi.org/10.1037/12170-018.

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Conference papers on the topic "Coaching in organization"

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Barrett, Bob. "A Coaching Skills and Strategies Managers Utilize for Employee Improvement and Retention." In INNODOCT 2018. Editorial Universitat Politècnica de València, 2018. http://dx.doi.org/10.4995/inn2018.2018.8912.

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While managers and supervisors may be hired for certain variety of skills sets, abilities, and knowledge, not all of these workers may be educated or trained to be workplace coaches or mentors may or may not have the tolerance and patience for such a role. However, Human Resource Management professionals in the workplace need to realize that there may be a need for coaching training and skills enhancement workshops to prepare today’s workforce managers. The key for success in this area is to conduct a need assessment for the workers and managerial staff to determine what is needed from today’s workplace coaches in terms of needed skills sets and strategies to be utilized by them to help enhance, motivate, monitor, and evaluate the human capital working for today’s organization. Next, the development and design of a coaching program can be instrumental in moving today’s managerial workforce from general coaches to more specialized coaches to help develop and today’s workforce, as well as help strengthen their own skills sets and knowledge in order to help obtain better results of organizational goals, as well as develop stronger working relationships and bonding with the workers. Equally important, today’s workers need to exert an equal amount of effort and participation in a coaching environment in order to gain better outcomes in terms of performance and efficiency. This presentation will focus on the creation of better coaching programs and evaluation of coaching relationships and outcomes.
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Salis, Carole, Davide Zedda, Giuliana Brunetti, and Marie Florence Wilson. "Teacher Coaching Program – the Idea Linea B3 Project." In 2nd International Conference on Advanced Research in Education. Acavent, 2019. http://dx.doi.org/10.33422/2nd.educationconf.2019.11.802.

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IDEA Line B3 is a two-year coaching program for teachers who wish to be updated on how to enhance their capacity to effectively implement specific technologies in their teaching practice. The project is a natural extension of a previous three-year project aiming at fighting students’ disengagement through the implementation of extracurricular technological activities. Activities resulted attractive to students and participating school teachers expressed the need to be coached and supported in using critically technologies in educational contexts, with special attention to their implementation to didactics. Technology is not only useful in delivering lessons, but it also is useful for course preparation. In this paper we shall illustrate the project organization, its objectives, the target group, the training activities. We shall also describe the platform developed to store and share educational material and scenarios produced during the training period, the communication activities carried out, the methodology adopted, the organizational procedures as well as the monitoring activities. We shall illustrate the 3 themes object of this year’s program and their related technologies: School Without Walls (with the use of Augmented Reality – AR); Computational Thinking (with coding, educational robotics, and Internet of Things – IoT); Interdisciplinarity (with Artificial Intelligence – AI).
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CARPIO, Deiyalí, and Beatriz URBANO. "THE USE OF COACHING IN THE AGRICULTURAL VALUE CHAIN." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.115.

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Agricultural organizations are faced with continuous processes of change: economic openness, national and international competition between companies, adaptation to new business management models -Corporate Social Responsibility-, changing markets and the need to comply with regulations and certifications. This has led to the generation of a great demand for knowledge, preparation and motivation of the people who work in the organizations and in the agribusiness environment. Organizations are obliged to seek strategies or business techniques that allow them to guarantee survival and increase their levels of competitiveness. Among these techniques the coaching technique is highly positioned. The objective of the research was to analyze the use of coaching in the agricultural value chain as a tool to contribute to rural development. The study analyzed 50 coaching companies in Spain, from which qualitative and quantitative data of agricultural and rural coaching were taken. Moreover, a sample of 22 coached agribusinesses in Spain was characterized in order to obtain a profile of the coaching in the agricultural value chain. Frequency, contingency and significance analysis were used to characterize the performance of coaching in the agricultural value chain. The results show that a business attitude among coaching is needed while the use of a combination of coaching tools could improve the agricultural value chain and rural development. It is necessary to promote the coaching techniques among the agricultural value chain, especially at the first stages of the chain, in order to increase the agricultural businesses competitiveness and to contribute to the rural development.
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Jakubcová, Kateřina, Vladimír Jůva, and Michal Roček. "On selected problems of low representation of women in coaching." In 12th International Conference on Kinanthropology. Masaryk University Press, 2020. http://dx.doi.org/10.5817/cz.muni.p210-9631-2020-51.

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Coaches play a crucial role in the development of sport at all levels. However, there is often talk of a lack of coaches. This problem is compounded by the fact that female coaches make up only a much smaller part of the coaching staff. Significant deficits of woman are particular-ly noticeable in senior coaching positions (e.g., among head or national coaches). The issue of female representation in coaching has received considerable attention for forty years, es-pecially within the broader topic of women and sport. At the same time, the literature reflects an interesting paradox. Political and sporting bodies at the international and national level address the shortage of female coaches, and many projects promoting women in coaching have emerged. Research but shows that female representation in coaching is practically not improving. Many organizational and interpersonal problems and myths about the possibilities of women trainers remain. Also, in the Czech Republic, in the last two decades, political and research activities pay considerable attention to the topic of women in coaching. Our study builds on Czech empirical findings in the field of women in sport from the first decade of the 21st century. Apartial goal of our more extensive research was to find out the reasons for the low representation of women among sports coaches. We addressed women (questionnaire survey, n=103, average age 24.3 years), who at the performance or top-level are engaged in various sports and who are – at the same time – feel “at the end” of their active sports track, and realistically think about the professional future after finishing their sports career. We pro-cessed the results using statistical analysis and open coding. The most common reasons that negatively affect the continuation of the addressed female athletes as coaches, respondents report low financial remuneration of coaching work and loss of leisure time. Other reasons why women do not consider coaching include the lack of their professional ambitions and re-spect from sports associations and sports clubs. Research carried out shows that about half of the addressed female athletes are interested in staying in the sport as a coach, but they are aware of many obstacles in this area at the same time.
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Barnová, Silvia, Slávka Krásna, and Gabriela Gabrhelová. "E-MENTORING, E-TUTORING, AND E-COACHING IN LEARNING ORGANIZATIONS." In 11th International Conference on Education and New Learning Technologies. IATED, 2019. http://dx.doi.org/10.21125/edulearn.2019.1548.

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Widiantoro, Didik, Sigit Nughoro, and Yanwar Arief. "Motivational Coaching to Enhance Group Cohesiveness of Employee Company X Duri Pekanbaru: Experimental Studies." In International Conference on Psychology in Health, Educational, Social, and Organizational Settings. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008589903910396.

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Schmitt, Claudia Thea, Alexander Bassen, and Georg Müller-Christ. "Sustainable Development at Higher Education Institutions in Germany: Advances, Challenges, Examples." In Fifth International Conference on Higher Education Advances. Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/head19.2019.9216.

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In this paper, Sustainable Development at Higher Education Institutions is introduced as a field of research and application. An interdisciplinary German collaboration on Sustainable Development at Higher Education Institutions – HOCHN – serves as an example of how this topic is addressed on a national level. Results and advances of the HOCHN collaboration are summarized. Moreover, challenges of implementing sustainability-related organizational development at universities are discussed. Focusing on Education for Sustainable Development at universities, three different methodologies are outlined that exceed conventional approaches in tertiary education: Lego® Serious Play® methodology, constellation techniques, and a coaching program on the “Five Minds for the Future”. They illustrate different ways of addressing issues of Education for Sustainable Development and skills and habits respectively that are crucial for achieving the global Sustainable Development Goals of the UN.
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Leus, Elvira, Andrew Soloviev, and Iгina Novikova. "Rationale for directions of psychological coaching of educational organizations employees working with adolescents showing self-injurious behavior." In Proceedings of the II International Scientific-Practical Conference "Psychology of Extreme Professions" (ISPCPEP 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/ispcpep-19.2019.29.

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Yeh, Quey-Jen. "THE IMPACTS OF ORGANIZATIONAL CULTURES INCORPORATING COACHING STYLE MANAGEMENT ON EMPLOYEES’ WORK ETHICS AND SOCIAL RESPONSIBILITY." In 11th Business & Management Conference, Dubai. International Institute of Social and Economic Sciences, 2020. http://dx.doi.org/10.20472/bmc.2020.011.014.

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Santos, Viviane, Alfredo Goldman, and Heitor Roriz Filho. "The Influence of Practices Adopted by Agile Coaching and Training to Foster Interaction and Knowledge Sharing in Organizational Practices." In 2013 46th Hawaii International Conference on System Sciences (HICSS). IEEE, 2013. http://dx.doi.org/10.1109/hicss.2013.528.

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