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1
Mavuso, Michael Abby. "Mentoring as a knowledge management tool in organisations." Thesis, Link to the online version, 2007. http://hdl.handle.net/10019/1107.
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Leopold, Stefanie Johanna. "Methods of knowledge transfer : a case study of small and medium-sized handicraft businesses in Germany." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/14621.
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Thesis (MBA)--Stellenbosch University, 2008.<br>ENGLISH ABSTRACT: The study is divided into two major parts: a theoretical research of two knowledge transferring
methods headed by a discussion on knowledge and learning, and a case study analysing the
presence of mentoring within traditional apprenticeships at carpenter workshops in Germany. The
two methods on knowledge transfer are mentoring and the cognitive apprenticeship model, whereas
each of the models is discussed in terms of the individual characteristics present and techniques
used within the relationship of the parties present. In the past, both methods have been established
in modern business organisations to enhance knowledge creation, transfer and archiving though
many approaches have failed due to mistakes in the basic conceptual interpretation or lack of
support.
The question, which underlined this research project, focused on whether positive aspects of the
methods or the methods themselves have already been incorporated in the organisational culture of
small to medium sized enterprises. Thus, the research explored whether knowledge transferral
methods, and particularly mentoring, is apparent within the organisational structure of small to
medium sized enterprises and in Germany and whether the size of the company has an influence on
the presence of mentoring aspects in the businesses. With particular focus on mentoring, the
research has shown that no aspects relating to mentoring have been incorporated. Even though some
answers pointed to a correlation in between business size and the incorporation of aspects, no real
correlation could be proven.<br>AFRIKAANSE OPSOMMING: Die studie is in twee hoofonderafdelings verdeel: 'n teoretiese ondersoek van twee metodes van
kennisoordrag ingelei deur 'n bespreking van kennis en leer; en 'n gevalletudie wat 'n ontleding
doen van die teenwoordigheid van mentorskap binne tradisionee vakleerlingskappe by
skrynwerkerswerkswinkels in Duitsland.
Die twee metodes van kennisoordrag is mentorskap en die kognitiewe vakleerlingskapsmodel en
elk van die modelle word bespreek na aanleiding van die individuele kenmerke wat teenwoordig is
en tegnieke wat gebruik word binne die verhouding van die partye wat teenwoordig is.
In die verlede is beide metodes in moderne sakeorganisasies daargestel om die skep, oordrag en
bewaring van kennis te verbeter, hoewel baie benaderings misluk het weens foute in die basiese
konseptuele interpretasie of gebrek aan ondersteuning.
Die vraag onderliggend aan beide navorsingsprojek fokus op positiewe aspekte van die metodes
of die metodes self reeds geinkorporeer is in die organisasiekultuur van klein tot medium grootte
ondernemings.
Die navorsing het dus ondersoek of metodes van kennisoordrag, en veral mentorskap, duidelik is
binne die organisasiestruktuur van klein tot medium groote ondernemings in Duitsland en of die
grootte van die maatskappy 'n invloed het op die teenwoordigheid van mentorskapsaspekte in die
besigheid.
Met spesifieke fokus op mentorskap het die navorsing getoon dat geen aspekte van mentorskap
geinkorporeer is nie. Selfs waar sommige antwoorde 'n korrelasie aangetoon het tussen die grootte
van die besigheid en die inkorporering van aspekte, kon geen werklike korrolasie bewys word nie.
3
Ejakpomewhe, Robinson. "Influence of Succession Planning on Knowledge Transfer." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4215.
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The problem was the lack of effective succession planning strategies to facilitate the transfer of technical expertise from retiring employees to younger employees. A rebound of oil exploration activities in Nigeria would adversely affect the drilling sector due to lack of preparation and succession planning to meet the demand for technical expertise. The purpose of this case study was to explore how a succession planning program contributes to knowledge transfer and development of expertise for business continuity and prevents loss of knowledge in the oil-drilling sector in Nigeria. Twenty-four participants from one oil-drilling contractor in Nigeria participated in the study. The conceptual framework was guided by knowledge creation theory, succession planning concepts, and transformational leadership theory. Data collection included semistructured face-to-face interviews supplemented with document review. Data analysis involved a traditional text method where data coder pace each piece of data into various categories by hand. This study revealed 4 themes: individual development program, mentoring, on-the-job training, and 360-degree communication. Findings may affect oil-drilling practices by contributing to enhanced succession planning and knowledge transfer initiatives. The implication for positive social change may include the development of individuals for leadership roles and could add to the organization talent bench, and reduce knowledge gaps while ensuring business continuity.
4
Myburgh, Anchen. "Mentoring programmes : a proposal towards management development." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50019.
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Thesis (MBA)--Stellenbosch University, 2004.<br>ENGLISH ABSTRACT: The introduction of Affirmative Action Programmes in South Africa has left
managerial development at the centre of management focus with the growing
realisation that there is no quick fix.
It is argued that, in order to make a substantial contribution to the managerial
development process, management should not only seek to obtain the goals of the
organisation, but first to obtain the goals of the individual within the organisation after
which the first will follow. Against this background mentoring has been used
successfully to develop high potential managers to build a diverse organisation and
to foster the management of change.
The study aimed to highlight not merely the many benefits to be gained from
successfully implemented mentoring programmes, but also the many complexities
inherent to the process. In the final analyses, mentoring programmes can only add
value if the process and underlying critical success factors are understood.
It is hoped that this research will result in more mentoring programmes being
implemented across a broader spectrum of employees in order to create a
sustainable and competitive advantage through the retention of knowledge and
increased competencies of employees. The cost of such programmes is relatively low
compared to their value if implemented correctly and may well hold the key to
unlocking a wealth of talent.<br>AFRIKAANSE OPSOMMING: Die implementering van Regstellende Aksie Programme in Suid Afrika het
bestuursontwikkeling op die voorgrond geplaas met die toenemende besef dat daar
geen maklike oplossing voor is nie.
Ten einde 'n substansiële bydrae tot die gebied van bestuursontwikkeling te maak
sal bestuur nie alleenlik die doelwitte van die organisasie moet nastreef nie, maar ten
eerste die doelwitte van die individue binne die organisasie moet nastreef waarna die
eerste vanself sal volg. Teen hierdie agtergrond is mentorskapprogramme al
suksesvol gebruik om potensiële bestuurders te ontwikkel, om diverse organisasies
te bou en om die bestuur van verandering suksesvol te fasiliteer.
Die werkstuk sal nie alleenlik die voordele van suksesvol geïmplimenteerde
mentorskapprogramme uitlig nie, maar ook die komplekse aard daarvan onderstreep.
Mentorskapprogramme kan slegs waarde toevoeg indien die proses en
onderliggende kritiese suksesfaktore verstaan word. Die doel van die werkstuk is om
mentorskapprogramme as bestuursontwikkelingstrategie te bevorder en sodoende 'n
breër spektrum van werknemers te bereik ten einde volhoubare kompeterende
voordeel te bewerkstellig.
Die koste verbonde aan sulke programme is relatief laag in verhouding tot die
waarde wat toegevoeg kan word indien dit korrek geïmplimenteer word en daar
bestaan geen twyfel dat dit 'n belangrike bydra tot bestuursontwikkeling kan maak
deur die talent wat wel bestaan te ontsluit nie.
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Fountain, Lee Thornton. "Mentoring Elements that Influence Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5860.
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Employee disengagement is a significant issue for leaders and managers in many organizations. The general problem is the workforce in many American organizations includes disengaged employees. In 2016, only 33% of the workforce in the United States was engaged. The purpose of this quantitative study was to examine the relationship between the independent variables of mentoring, which include role modeling, acceptance and confirmation, and mentoring friendship functions with a dependent variable of employee engagement. The moderating variable of perceived organizational support was measured to test the strength or weakness of the effects that mentoring has on employee engagement. The theoretical foundation for this study was social exchange theory. The researcher recruited a convenience sample of 307 technicians and technologists representing 7 industries. The participants completed surveys and questionnaires to provide their views of mentoring, perceived organizational support, and work engagement. Data were analyzed using descriptive and inferential analysis, including Pearson's correlations, linear, and stepwise regression analysis. The results of the inferential analyses indicated that each part of the mentoring variables (career support, psychosocial support, and role modeling) had an independent impact on work engagement. The interaction between psychosocial support and organizational support was also significant after accounting for the effects of mentoring and organizational support. The findings indicate that managers can achieve positive social change and improve employee well-bring within their organizations by being dutifully involved in their employees' work lives. Managers should also be available to apply resources such as mentoring for technicians and technologist when needed.
6
Caruso, Richard Ernest. "An examination of organizational mentoring : the case of Motorola." Thesis, London School of Economics and Political Science (University of London), 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.261472.
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Groenewald, Johann P. "Counselling, coaching and mentoring : a missing tool in people development?" Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53337.
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Thesis (MBA)--Stellenbosch University, 2003.<br>ENGLISH ABSTRACT: South Africa has a huge challenge to improve its world competitiveness status in
order to ensure a better economic life for all. One of the more practical strategic
approaches is investment in human capital and more specific people development.
A more specific strategy might be to ensure that each and every supervisor is an
effective counsellor/coach/mentor. From the research done its seems that this is not
the case - probably due to the fact that these tools are not utilised or not well
integrated in the larger human resource development strategy.
It is quite clear that counsellors, coaches and mentors can and should utilise the
different motivational and learning theories coherently in accordance with the
applicability of the situation and the specific preferences of the individual protégé.
This will ensure maximum efficiency of education, training and development
interventions.
But human resource systems do not seem to be integrated to the extent that the
proverbial golden thread can be followed from work design to the termination of an
employee. From the literature it is clear that all the necessary functions in human
resources can be included in an integrative system to allow optimum efficient
employees. The vagueness however (supported by the absence of work design and
management information systems in some models) just aggravates the current
researcher's concern about clear, exact guidelines to ensure proper counselling,
coaching and mentoring. The human resource system and the function human resource development as well as performance management definitely allow for
counselling, coaching and mentoring, but the support and reinforcement is not
obvious.
From literature surveys it is clear that that counselling, coaching and mentoring can
be utilised effectively in human resource development. Insufficient evidence is
however available to show appropriate application of these tools.
It is thus clear that counsellors/coaches/mentors and protégés in South Africa do not
have a complete, practical and integrated human resource system and programme
that can facilitate maximum growth of the protégés. This is proven by the quiet period
since the middle eighties till the middle nineties; where - after affirmative action and
later the skills development act and employment equity act forced employers to relook
their development programmes as well as our poor performance in supplying
the number of managers needed for global competitiveness.
Due to the lack of empirical research, but from published material one can derive
that: Counsellors/coaches/mentors and or protégés in South Africa are not aware
what competencies each should possess; culturally diverse groups hamper growing
relationships in particular with coaches and protégés and that principles and
guidelines governing the coach/mentor/protégé relationship seems not to be
researched and shared in South Africa. More - over, inadequate processes exist to
link and integrate counselling/coaching/mentoring closely with competencies, people
development and human resource processes.
However there are sufficient guidelines in overseas publications to ensure that one can compile well integrated coaching/mentoring programmes that will ensure that
counselling, coaching and mentoring gain its legitimate place in people development.<br>AFRIKAANSE OPSOMMING: Suid-Afrika staan voor 'n geweldige uitdaging om sy mededingendheidsmag te
versterk ten einde beter ekonomiese vooruitsigte aan sy burgers te skep. Een van
die mees praktiese strategieë is belegging in menslike kapitaal, meer spesifiek deur
die ontwikkeling van sy menslike hulpbronne.
'n Meer spesifieke strategie mag wees om sorg te dra dat elke toesighouer 'n
effektiewe voorligter/afrigter/mentor is. Vanuit die skrywer se navorsing blyk dit nie
die geval te wees nie, moontlik as gevolg van die feit dat hierdie toerusting nie deel is
van die omvattende menslike hulpbron ontwikkelings strategieë nie.
Dit is duidelik dat voorligters/afrigters/mentors die beskikbare motiverings- en leer
teorieë geintegreerd, in samehang met die geskiktheid van die situasie en die
spesifieke vooroordele van die individuele leerder moet aanwend ten einde
maksimum effektiwiteit vanuit opvoedings-, opleidings- en ontwikkelings intervensies
te verkry.
Maar menslike hulpbron sisteme blyk minder geïntegreerd te wees. Die navorser kon
nie die spreekwoordelike goue draad opspoor en volg vanaf werksontwerp tot en met
diensverlating nie. Vanuit die literatuur is dit duidelik dat al die noodsaaklike funksies
in menslike hulpbronbestuur in geïntegreerde sisteme ingesluit kan word ten einde
meer effektiewe werknemers te hê. Die vaagheid van hierdie integrasie (soos gesien
in die afwesigheid van byvoorbeeld werksontwerp en bestuurs-informasie in
sommige modelle) vererger die huidige navorser se bekommernis rakende duidelike, definitiewe riglyne om kwaliteit voorligting, afrigting en mentorskap te voorsien.
Voorligting, afrigting en mentorskap het definitief 'n plek in die menslike
hulpbronsisteme en menslike hulpbronontwikkeling en veral prestasiebestuur, maar
die ondersteuning en versterking is nie ooglopend nie.
Dit is ook duidelik uit die literatuur dat voorligting, afrigting en mentorskap effektief
aangewend kan word in menslike hulpbronontwikkeling, maar nie genoegsame
bewyse is beskikbaar om die toepaslike gebruik van die hulpmiddele aan te dui nie.
Dit is dus duidelik dat voorligters, afrigters, mentors en leerders in Suid Afrika nie
volledige, praktiese geïntegreerde menslike hulpbronsisteme en programme het om
maksimale ontwikkeling van die leerder te bewerkstellig nie. Dit word bewys deur die
min gepubliseerde materiaal - vanaf die middel tagtigs tot die middel negentigs,
waarna regstellende aksie, die vaardigheidsontwikkelings- en werknemergelykheids -
wetgewing, werkgewers geforseer het om hernude ywer ten opsigte van
ontwikkelingsprogramme te toon. Verder ook deur die land se swak vertonings ten
opsigte van die voorsiening van genoegsame kwaliteit bestuurders nodig vir globale
mededinging.
Weens die gebrek van empiriese navorsing, maar uit gepubliseerde material, kan die
navorser aflei dat: Voorligters, afrigters, mentors en leerders in Suid-Afrika nie
besef oor watter vaardighede hul behoort te beskik nie; verskille in kulturele groepe
die ontwikkeling belemmer van goeie verhoudinge spesifiek tussen afrigters en
leerders en dat beginsels en riglyne wat die verhoudinge tussen voorligters, afrigters,
mentors en leerders rig nie nagevors en versprei word in Suid-Afrika nie. Verder is daar onvoldoende prosesse om voorligting, afrigting en mentorskap duidelik met
vaardighede, menslike hulpbronontwikkeling en menslikehulpbron prosesse te
verbind en te integreer.
Daar is egter genoegsame riglyne in oorsese publikasies om te verseker dat goed
geïntegreerde voorligting-, afrigting- en mentorskapsprogramme opgestel kan word
wat sal verseker dat voorligting, afrigting en mentorskap hul regmatige plek inneem
in menslike hulpbronontwikkeling.
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Tynes, Vernon Walter. "Mentoring Strategies to Prevent Leadership Shortfalls Among C-Suite Executives." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5143.
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Corporate organizations are facing a shortage of future senior management leaders. The purpose of this single case study was to explore leadership mentoring strategies used to develop future C-suite executives in the waste industry. Companies may improve business practices by mentoring future generations to understand corporate responsibilities and expectations. The target population came from a regional waste company located in central Florida. The study participants consisted of 3 C-suite executives of the company responsible for the management and mentoring of future C-suite executive mentees. The conceptual framework for this study was rooted in transformational leadership theory. Data were collected using semistructured face-to-face interviews, along with supporting documentation provided by the C-suite executives, including the company succession plan. Through methodological triangulation, coding, and thematic analysis, 4 themes emerged that could help C-suite executives in the successful mentoring of future C-suite executives. The 4 themes that emerged from the study, were (1) C-suite executives use various strategies to identify talent, (2) C-suite executives use various mentoring and coaching strategies to develop future C-suite executives, (3) C-suite executives use formal and informal leadership strategies to mentor, and (4) succession planning is in place or planned. The implication for social change was improved mentoring strategies for future C-suite candidates. These strategies may transfer to industries that face generational mentoring issues and challenges, improving structural and managerial growth and stability, which will aid in providing community employment opportunities.
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Dunham, Annette Heather. "Knowledge Management in the Context of an Ageing Workforce: Organizational Memory and Mentoring." Thesis, University of Canterbury. Psychology, 2010. http://hdl.handle.net/10092/4716.
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Organizational memory has significant potential for companies’ competitive advantage, with mentoring considered a particularly effective method of transferring this knowledge. Older workers are often considered ideal mentors because of their experience and alleged willingness to pass on their knowledge. There is an associated assumption that these workers anticipate and experience positive outcomes from mentoring others. This thesis tested if these assumptions hold up in 21st century workplaces - some discriminatory practices towards older workers and a career contract that no longer guarantees employment, may discourage knowledge sharing.
An organizational memory scale was constructed to help test the assumptions and an exploratory factor analysis involving 143 employees from eight companies resulted in 21 items and five correlated factors including socio-political knowledge, job knowledge, external network, history, and industry knowledge. Two confirmatory factor analyses, the first involving 287 employees and the second 115 retirees, found support for five correlated first-order factors and a second order factor, organizational memory.
In a third study involving 134 employees, support was found for a model of organizational memory and empowerment. Age was found to relate to organizational memory but this relationship was mediated by organizational tenure. In turn, organizational memory was found to relate to psychological empowerment and the frequency with which participants were requested to share knowledge at work. Organizational memory, empowerment and request to train and mentor others also positively related to organization-based self-esteem.
In the fourth study, an organizational case study involving 78 employees, support was found for a model of organizational memory and the intention to mentor within the context of an aging workforce. Generativity and the expected cost of the time and effort involved in mentoring mediated the relationship between organizational memory (specifically, socio-
political knowledge) and the intention to mentor. Furthermore those participants with high scores on both organizational memory and occupational self-efficacy anticipated more cost in time and effort, and indicated less intention to mentor, than those with high organizational memory but low occupational self-efficacy. These findings challenge the assumption that experienced workers are, as a matter of course, willing to mentor others.
In a final study involving 96 retired individuals, there were no significant differences found between retirees with and those without experience as a mentor, in career satisfaction and unwelcome work ruminations. However notably, the study showed that participants did experience unwelcome work ruminations even (as in the case of some) well into retirement. The thesis concludes with a summary of findings as they relate to the assumptions under examination, an outline of the overall implications of the findings for future research and for organizational practice, and closing remarks about the overall research contribution of the thesis.
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Bryant, Scott Edward. "A field study on the impact of peer mentoring on organizational knowledge creation and sharing /." view abstract or download file of text, 2002. http://wwwlib.umi.com/cr/uoregon/fullcit?p3055673.
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Thesis (Ph. D.)--University of Oregon, 2002.<br>Typescript. Includes vita and abstract. Includes bibliographical references (leaves 142-155). Also available for download via the World Wide Web; free to University of Oregon users.
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Bleil, Patricia. "Mentoring experiences of women executives in the pharmaceutical industry| A phenomenology." Thesis, Eastern University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3637305.
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<p> Women continue to be underrepresented in the top leadership positions in the largest business organizations in the United States. One of the many strategies suggested to help women overcome the challenges to their advancement is mentoring. Unfortunately, although many more women now report they have had a mentor, little progress is being made in advancing women to leadership positions. In order to understand mentoring from a woman's perspective and to investigate the impact it has on women's careers, this phenomenology study explored the mentoring experiences of eight women in leadership positions in the sales and marketing sector of the U.S. pharmaceutical industry. The women in this study helped the researcher understand that mentoring for women is not substantially different than mentoring for men. Women value the same functions that help them develop skills that will lead to superior performance. They value the advice and feedback a mentor can give them and the introductions, interviews, and opportunities mentors create. What is different is the array of individuals they identify as mentors. Women define mentors broadly, with the common element being someone who helps them advance their career. A mentor may take the traditional form of someone senior to them in the organization who provides an array of mentor functions, or it may be a peer, a supervisor, or a family member who provides one or two critical functions when they are most needed. All are equally valued. Mentors have played important roles throughout their careers. Mentors helped them get started, took a chance on them, and gave them their first break. Mentors continue to help them gain and refine the skills they need to be top performers.</p>
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Ellithorpe, James O. "The Role and Impact of Cyber Security Mentoring." Thesis, Walden University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10126660.
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<p> Business organizations are faced with an enormous challenge to improve cyber security, as breeches and lapses through firewalls are increasingly commonplace. The Chief Information Security Officer (CISO) and Information Technology (IT) staff are constantly challenged to identify and purge online and network structural weaknesses. The goal is to reduce overall business risk because unresolved risks are a constant concern to consumers who are uneasy about cyber security failures. The purpose of this general qualitative study was to examine the role and impact of Cyber Security Mentoring (CSM) from the perspectives of the workplace CISO, mentors, and protégés, who were randomly polled from various workplace settings across the United States. Mentoring allows IT staff members to learn from their CISOs and from workplace mentor mistakes and successes. Workplace IT staff are also closest to the various attack methodologies used by cyber hackers, and cohort and dyadic mentoring may provide insight into and responding to cyber-attacks and improving cyber defenses. Sixty-eight sets of respondent data relating to field experience, formal education, professional industry cyber security certifications, and mentoring were compared and examined between respondents. The goal was to determine where respondents agreed and disagreed on issues pertaining to cyber security and CSM. The findings suggested that CSM with a qualified mentor could improve cyber security in the workplace; in addition, more time must be devoted to continued professional education. Implications for positive social change included the use of CSM to enhance cyber security through the sharing of incidents, mindsets, procedures and expertise, and improvement of customer-consumer security confidence.</p>
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Small, Jessie. "Mentoring Black Males: Discovering Leadership Strategies That Improve Their Future." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4177.
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Within the last 25 years, Black males have experienced systematically devastating results in social, educational, and economic outcomes at a higher rate than any other racial or ethnic group; devastation that has led to Black males experiencing failure on educational, economic, and freedom levels. The purpose of this study was to identify and examine the leadership strategies used in a selected mentoring program in the southeastern United States to determine why these strategies have been effective in improving Black males' ability to navigate life's challenges. The conceptual framework for the study was House's path-goal theory of leadership. The research questions focused on the identification and characterization of successful leadership strategies in mentoring, the essential characteristics of successful mentor/mentee relationships, and the exploration of the factors critical for the implementation of successful leadership strategies for mentoring Black males. Interviews of purposeful samples of 12 mentors and 10 mentees provided the research data. Data were analyzed using a constant comparative method. In this qualitative case study, understanding the mentee population, honesty, and developing trust were strategies that participating mentors believed to be important to helping Black males navigate life's challenges. These strategies enlightened program participants to their possibility of success; an enlightenment that created an unyielding desire to improve themselves and their communities. The results of this study may contribute to social change by motivating society and scholars alike to move beyond simply identifying the existence and persistence of the problem to implementing strategies based on the study findings to correct the historical inequality Black males face in higher education, economic gains, and freedom retention in America.
14
Jackson, LaTayna. "A Study of Women, Their Careers, Mentoring, and the Barriers in Management." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6441.
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Women all across the United States who work for public housing authorities greatly desire to have more career advancement opportunities. As the number of women in the workforce and moving into management positions continues to increase yearly, current cross-gender mentorship programs, even if available are often outdated and unresponsive to the demographic change. This study focused on women's careers, mentoring, and the barriers to their career progression. The purpose of this qualitative case study was to explore participant perceptions perception of mentoring and its effects on career advancement for women who work in public housing management to open a deeper dialogue about women and gender bias in management in traditionally male-dominated workplaces. Participants consisted of 10 senior property management managers currently employed in Florida and Georgia public housing authorities. Data collection was accomplished via an open-ended semi-structured interview protocol and recorded to ensure validity and integrity of the interview; NVivo 11 software was used to assist with the coding, categorization, and identification of recurrent patterns. In depth analysis of the coded data further revealed three essential themes of mentoring, professional leadership training programs, and access to those opportunities were critical to career progression but often unavailable or ineffective. The participants revealed that same-gender mentoring relationships were more successful than cross-gender. Participants almost unanimously agreed that mentoring and advance leadership training opportunities are critical to employee career progression for any employee, and particularly to women in male-dominated industries. Increasing the dialogue to develop more comprehensive and available cross-gender mentoring programs could be the catalyst for meeting the challenges of leading in the midst of the changing workforce.
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Coleman, Victor J. Jr. "A Phenomenological Study Exploring the Experiences of Minorities in Cross-Ethnic Mentoring Relationships." Thesis, Capella University, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13806770.
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<p> The purpose of this qualitative phenomenological study was to understand the lived experiences of African Americans as mentees in cross-ethnic mentoring relationships with two research questions: Through the lived experience of the mentee, what characteristics should a mentor possess in cross-ethnic mentoring relationships, and from the lived experience of the mentee, what behaviors can the mentor and mentee exhibit to ensure positive outcomes? For the purpose of this study, a cross-ethnic mentoring relationship is described as a mentoring relationship between a Caucasian American mentor and African American mentee. Leadership theories—transactional leadership theory, transformational leadership theory, servant leadership theory as well as transformative learning theory—were used to guide the data collection and data analysis process for this study. Each participant reflected on an aspect of leadership and its application to their mentor. Five themes were revealed from the data collection, expanding the existing literature on mentoring: authenticity, openness, trust, communication, and race neutrality. Participants shared the memories of their mentoring relationships, highlighting the importance of mentoring in providing extended networks and resources, the acceptance and support from their mentors as well as, creating a space for race neutrality.</p><p>
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Ricketts, Lu Ann. "Career Mentoring Relationships of Female Retail Executives in the Southwestern Region of the United States." The Ohio State University, 1988. http://rave.ohiolink.edu/etdc/view?acc_num=osu1389365870.
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Van, Niekerk G. D. "Stakeholder experiences of the ILIMA Trust's coaching and mentoring of women small- and medium- enterprise owners." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/95599.
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Thesis (MPhil)--Stellenbosch University, 2013.<br>Low economic growth, high unemployment and debilitating poverty pose a major threat to the social fabric of South Africa. Entrepreneurship and the establishment of small businesses play a key role in stimulating the South African economy, creating jobs, uplifting living standards and overcoming the injustices of poverty. Compared with other developing economies, South Africa (SA) has one of the lowest entrepreneurial activity rates. Women small- and medium- enterprise (SME) owners, and particularly those from previously disadvantaged socio-economic communities, play a vital role in addressing this situation.
There are a number of initiatives aimed at building the capacity of women SME owners in SA. The ILIMA Trust is one such initiative which, through its coaching and mentoring programme, supports women SME owners who come from previously disadvantaged socio-economic backgrounds, to start up and grow their enterprises. The work of the Trust is primarily focused on such women SME owners who receive financial loans from Masisizane, a sister company of the Trust. This research study aims to establish the stakeholder experiences of the ILIMA Trust's coaching and mentoring programme of Masisizane women SME owners and to identify ways in which it can be improved.
The case study provides an in-depth description of the stakeholders‟ experiences of the ILIMA Trust's coaching and mentoring of the Masisizane SME owners. Several strengths of the coaching and mentoring programme are reported. Areas of improvement are pointed out and recommendations are made to strengthen the programme.
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Van, Niekerd G. D. "Stakeholder experiences of the Ilima trust's coaching and mentoring of women small- and medium- enterprise owners." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/21642.
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Thesis (MPhil)--Stellenbosch University, 2011.<br>Low economic growth, high unemployment and debilitating poverty pose a major threat to the social fabric of South Africa. Entrepreneurship and the establishment of small businesses play a key role in stimulating the South African economy, creating jobs, uplifting living standards and overcoming the injustices of poverty. Compared with other developing economies, South Africa (SA) has one of the lowest entrepreneurial activity rates. Women small- and medium- enterprise (SME) owners, and particularly those from previously disadvantaged socio-economic communities, play a vital role in addressing this situation.
There are a number of initiatives aimed at building the capacity of women SME owners in SA. The ILIMA Trust is one such initiative which, through its coaching and mentoring programme, supports women SME owners who come from previously disadvantaged socio-economic backgrounds, to start up and grow their enterprises. The work of the Trust is primarily focused on such women SME owners who receive financial loans from Masisizane, a sister company of the Trust. This research study aims to establish the stakeholder experiences of the ILIMA Trust‟s coaching and mentoring programme of Masisizane women SME owners and to identify ways in which it can be improved.
The case study provides an in-depth description of the stakeholders‟ experiences of the ILIMA Trust‟s coaching and mentoring of the Masisizane SME owners. Several strengths of the coaching and mentoring programme are reported. Areas of improvement are pointed out and recommendations are made to strengthen the programme.
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Thomas, Marston A. "Examining perceptions of managers and financial advisors of a mentoring program on productivity and retention." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/909.
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Researchers have found that 90% of financial advisors leave the life insurance industry in first year, 68% in the second year, and 50% in the third year. Researchers have noted the importance of mentorship aimed at work attitudes, yet there is a lack of research concerning attrition and its effects on the industry. The purpose of this quantitative study was to examine managers' and financial advisors' perception of a mentoring program on advisors productivity and retention. Social learning theory was applied as the theoretical framework for this study. Data were collected from financial advisors and their managers across 13 branch offices from a major life insurance company. Data analysis included Pearson product moment, the independent t test, and analysis of variance. Specific quantitative findings indicated (a) a low but statistically significant positive correlation (r = .13) between advisors' number of years of working and mentoring scores, (b) low but statistically significant negative correlation coefficient ( r = -.19) between financial advisors' years of employment and productivity. The findings invite future research on the development of a mentoring program for advisors productivity and retention. The conclusion is that mentoring could be used to improve self-esteem and self-efficacy among advisors and a good applied recommendation would be that company leaders formulate policy to implement mentoring programs at all branches to improve job productivity and retention. Social change implications include opportunities for advisors to improve their job performance, thereby contributing revenue to the organization and the national economy.
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Key, Lynne A. "Perceptions of Workplace Mentoring Behaviors for Lifelong Career Development." Scholar Commons, 2013. http://scholarcommons.usf.edu/etd/4706.
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This study's purpose was to investigate the importance of mentoring functions and behaviors for lifelong career development as perceived by protégés. The population included individuals in middle to late adulthood (age 40 years and older) who reported they had been a protégé in at least one mentoring association perceived as beneficial to their lifelong career development; and were either employed or had been employed as a middle manager, senior manager, C-level executive, business owner, or member of a profession. The sample was obtained using a chain-sample method; 67 Ambassadors completed an online survey and each invited 10 contacts to complete the survey. The final number of respondents was 503; of these, 456 reported being a protégé.
Data were collected using the Perceptions of Workplace Mentoring Behaviors (PWMB) scale, a modification of Noe's (1988) Mentoring Functions Scale. The online survey included the PWMB scale items plus questions designed to engage the respondent's autobiographical memory and questions regarding respondent and mentoring association characteristics. The PWMB scale included seven new items, posited by the expert panel, enhancing the teaching aspect of mentoring. Confirmatory factor analyses were conducted comparing four tenable models for the PWMB scale. The 8-factor model, which was essentially the protégé's view of Kram's (1985) mentoring functions model and included the seven newly developed items, exhibited the best fit of the four possible models.
Results indicated that protégés perceived three factors from the Psychosocial category (Role Model, Acceptance-and-Confirmation, and Relationship Fundamentals) as most important to their lifelong career development. Effective Development Opportunities was perceived as the most important factor from the Career category. Professional Issue Counseling from the Psychosocial category was perceived as the least important factor.
Significant differences were found for five of six independent variables (protégé gender, mentor gender, dyad, protégé's mentor group, and birth decade) at the item level and for four of six independent variables (protégé gender, dyad, protégé's mentor group, and decade of birth) at the factor level. Implications included designing mentoring programs that provide opportunities for mentors and protégés to develop relationships rather than directly assigning protégés to mentors.
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Grace-Rowland, Miriam. "Dimensions of Mentoring Relationships in the Workplace: A Holistic Perspective." Antioch University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1205288852.
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Gibb, S. J. "Mentoring in British business and management : a study of the 'spirit of community' in modern HRM." Thesis, University of Strathclyde, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.518423.
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Steele, LaTonya. "Exploring Mentoring and Career Advancement: A Community College Case Study." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2767.
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Senior administrators' retirement rates between 2012 and 2022 will create a shortage of community college leaders. The purpose of this qualitative exploratory case study was to explore how the mentoring programs at community colleges may contribute to the career advancement of potential academic leaders for senior leadership positions. Kram's mentor role theory grounded the study. Data collection included semistructured face-to-face interviews with a purposeful sample of 3 academic, senior administrative leaders from 3 North Carolina community colleges who have participated in leadership mentoring programs, a review of organizational documents, and a review of the literature. Using Yin's 5 step analytic strategy approach, the 9 themes that emerged were leadership development programs, formal mentoring, internal mentoring program configurations, mentoring challenges, succession planning, importance of mentoring in community colleges, informal mentoring, professional development program, and benefits of mentoring. The results from this qualitative study might increase social change efforts focused on developing potential academic leaders for senior leadership positions by contributing insights, strategies, and new knowledge about the benefits of mentoring programs and succession planning. Having trained community college leaders might increase student enrollment and graduation rates.
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Witherspoon, Naomi O. "Female Managers' Perceptions of Developing a Mentoring Program: A Phenomenological Study." Thesis, NSUWorks, 2014. https://nsuworks.nova.edu/fse_etd/6.
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Despite the increased rate of women in the workplace and more women acquiring advance degrees, there are still barriers in the workplace that hinders the advancement of women. The focus of this qualitative study was first to understand the perceptions and beliefs of six female managers' experiences during the developmental process of an all-female mentoring program. The second focus was to provide information on the importance of mentoring in the development and advancement of women in the workplace. Utilizing a phenomenological methodology, a descriptive approach was employed to examine and describe the thought processes and subjective views of the participants' role, understanding, and expectation of the program development.
The purpose of this applied dissertation was to examine and describe from the participants' perspectives the factors that hindered the successful development of the mentoring program. Based on the analysis of the data collected from the semi-structured interviews, four themes emerged: (a) purpose for mentoring program development, (b) perception of barriers to mentoring program development, (c) perception of management role in program development, and (d) perception of program outcome.
The data collected as a result of this study revealed five findings: (a) mentoring programs are an important human resource intervention, (b) the lack of top management support and commitment adversely affected the successful development of the mentoring program, (c) the successful development of a mentoring program requires the clear establishment of the program goals and objectives, (d) research does not fully support the findings that women in senior positions will advocate for women in lower ranking positions, and (e) the top management role is an essential component in the continued success of mentoring programs. This study offers insight into female managers' perceptions of the barriers that affect mentoring program development and insight into the development of successful mentoring program.
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Corwin, Rhonda Jean. "Strategies to Retain Tacit Knowledge From Baby Boomers." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/460.
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Baby boomer employees who leave the workplace without sharing tacit knowledge create a knowledge gap within the organization. The purpose of this qualitative case study was to explore strategies local government leaders use to retain tacit knowledge of baby boomer employees. Six government leaders who worked in the Midwest United States participated in the study and shared their experiences and perceptions. Building upon systems theory, transformational leadership theory, and knowledge management theory, research was conducted to identify strategies to retain tacit knowledge from retiring baby boomers. Physical artifacts and participant interview data were collected and analyzed using traditional text analysis. Adjoining terms were highlighted and clusters of repeated and related words were coded into themes. Three themes emerged: (a) mentoring, (b) generational differences, and (c) lack of structured systems. Mentoring was the most critical strategy leaders used to retain tacit knowledge from baby boomer employees. Acquiring collaborative leaders who foster a knowledge-sharing environment, create a structured system for retaining knowledge, and encourage communication between multigenerational teams remained imperative to retain tacit knowledge. Implications for positive social change include taking advantage of the human capital and resources the baby boomer population characterized, and educating other government leaders to improve performance within government agencies. Other social change implications include the potential of leaders to train older workers to share tacit knowledge with new workers, and of managers to incorporate strategies to mentor new workers replacing the older workforce.
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Freeman, Rosslynne. "The chameleon, the mirror, and the two-headed snake : a study of the development of mentoring in general practice." Thesis, University of East Anglia, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.267521.
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Jeffcoat, Sandra Yvonne. "Mentoring Women of Color for Leadership: Do Barriers Exist?" Antioch University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1220894689.
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Botma, Francois Johannes. "Development of a coaching framework for the business manager acting in an informal coaching role in the workplace." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/21382.
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Thesis (MBA)--Stellenbosch University, 2012.<br>The new world of business requires the growth and development of all staff to ensure a competitive advantage for the organisation by maximising the effective and productive impact of the human resources of the company. It is in this context that the informal coach within the company can make the greatest impact by facilitating the development and growth of aspiring leaders and managers to reach their full potential.
In this context, the informal coach will be an employee of the company and have a regular designation within the organisation. Apart from his or her daily duties, the coach will aspire to provide guidance and facilitate change with fellow employees on an informal and relaxed basis. The coaching will not take place during formal sessions, as is the case for a traditional coaching process, but will be guided by daily interaction between the coach and client within the work environment.
When fulfilling this role the coach needs to be aware of the core principles, skills and values to form the basis of the coaching process. The coach should further have a clear understanding of the independent position that is required within the interaction with the client, where the focus is on the goals, hopes and curiosities of the client as a centre to growth and development.
The coach should consider the perspectives of the client that was formed by the client’s life experiences and that could have a profound impact on the effectiveness of the coaching interaction and the possible hindrances to optimal personal development.
During this process the particular life stage of the client will play a prominent role in the interaction, with the coach to consider the specific needs and desires of the client in context of his or her development stage or managerial level.
The personal and organisational leadership style of the client and the company should be considered when initiating a coaching process, with the client required to be capable of utilising a variety of leadership styles effectively to assure the optimal use of teams. The coach should assist the client to develop the capacity to identify which leadership styles are required under certain conditions and how to use it effectively.
The leadership pipeline and succession planning within the company will play an important role in the way the client will be guided to fulfil a specific management or leadership role. In this case the coach will need to be aware and collaborate with human resource planning within the company to ensure that the identification and development of the client is aligned with company strategies and planning.
Throughout the interaction the coach should provide feedback to the client on the progress made during the coaching process. This feedback should be managed appropriately to act as motivation to the client for further development. Typically a 360° peer review can be used as a source for feedback as long as it is properly managed to yield accurate and appropriate results.
The role of the informal coach should thus not be underestimated in the workplace to facilitate personal growth for individuals and managers to ensure the continued strategic strengthening of the company and the future survival of businesses.
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Kahle-Piasecki, Lisa M. "Mentoring: What Organizations Need to Know to Improve Performance in the 21st Century Workplace." University of Toledo / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1309168391.
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Hunt, Rose A. "The Impact of Mentoring on Social Excluded Adults in a Small Midwest City." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5724.
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Empirical data have indicated that a considerable amount of the world's population, 45.3 million in the United States, live in deplorable conditions, some of which are created by social exclusion. Social exclusion is a disenfranchisement experienced by individuals and families living in poverty conditions created by circumstances such as lack of education, lack of economic sustenance, unemployment, poor health, and other social ills. Mentoring is a multidimensional skills-development opportunity for disadvantaged youth, aspiring new professionals, employed individuals being promoted, and instructor-student relationships. There is the possibility that mentoring could be useful for other societal groups as well, particularly social excluded adults. The purpose of this phenomenological research was to examine and gain an understanding of mentoring as experienced by social excluded adults in a small Midwest city. The theoretical framework included the theory of mentoring as postulated by Kram, Bandura's social cognitive theory, the social exclusion theory by Bourdieu, and the social capital theory by Muddiman. Social excluded adults between 25 and 50 years of age were interviewed regarding their mentoring experience. Ten research participants were interviewed. A NVivo assessment was used to analyze data. The study revealed that mentor and protégé relationships among social excluded adults yielded similar positive results as in other mentored groups. The significant social change provided by this study is that outcomes of the mentoring experiences will provide policy makers and nonprofit services providers with important data to create programs that more adequately meet the needs of social excluded adults.
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Zola, Nazo. "Organisational learning through scarce skills transfer : a case study in the Eastern Cape Province." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/86560.
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Thesis (MPhil)--Stellenbosch University, 2014.<br>ENGLISH ABSTRACT: Knowledge Transfer is one of the key knowledge management practices that organisations
employ to ensure cross-pollination of knowledge across their various divisions. It should be a
cornerstone of a learning organisation and should pervade the entire organisation in all its
manifestations.
In general it is a question whether public sector organisations in South African are employing
such practices in their quest to render services effectively, efficiently and economically.
This thesis focuses on an attempt at knowledge transfer in a department in an underdeveloped
province, i.e. the Department of Roads and Public Works in the Eastern Cape. It centres on a
case study of Cuban engineers who were contracted by the South African government to
design and build infrastructure.
The thesis is divided into the following chapters:
Chapter 1: deals with the problem of knowledge transfer in a developing context. The
chapter focuses on the objectives of the research and sketches a contextual
backdrop to the study.
Chapter 2: discusses the key concepts of Learning, Organisational Learning, Knowledge,
Knowledge Transfer, and Knowledge Transfer Strategies. It also identifies
barriers to knowledge transfer and highlights a few suggestions on how to deal
with those barriers. Chapter 3: deals with the case study of six Cuban engineers and presents the results of the
case study.
Chapter 4: describes some of the local initiatives taken by the Department to cater for the
needed skills in their sector.
Chapter 5: evaluates the topic by bringing the literature discussed in chapter two to bear on
the findings of the case study.<br>AFRIKAANSE OPSOMMING: Kennisoordrag is een van die kern kennisbestuurspraktyke waardeur organisasies
kruisbestuiwing van kennis oor ‘n verskeidenheid onderafdelings moontlik maak. Dit behoort
die basis van ‘n ‘learning organisation’ te wees en die hele organisasie te deursuur.
In die algemeen is dit ‘n vraag of publieke sektor organisasies in Suid-Afrika sodanige
praktyke aanwend in hulle pogings om dienste te lewer.
Hierdie tesis fokus op ‘n poging tot kennisoordrag in ‘n departement wat in ‘n
onderontwikkelde provinsie in Suid-Afrika geleë is, naamlik die departement Paaie en
Openbare Werke in die Oos-Kaap. Die tesis draai om ‘n gevallestudie van Kubaanse
ingenieurs wat deur die Suid-Afrikaanse regering gekontrakteer was om infrastruktuur te
ontwerp en te bou.
Die tesis is verdeel in die volgende hoofstukke:
HOOFSTUK 1 handel oor die probleem van kennisoordrag binne ‘n ontwikkelingskonteks.
Dit sit die doel van die studie uiteen en beskryf die sosiale konteks daarvan.
HOOFSTUK 2 bespreek die kernkonsepte, naamlik Leer, Organisatorise Leer, Kennis,
Kennisoordrag en Kennisoordragstrategieë. Dit identifiseer ook faktore wat
kennisoordrag teenwerk en bespreek moontlike oplossings vir laasgenoemde
probleem.
HOOFSTUK 3 behels ‘n gevallestudie van 6 Kubaanse ingenieurs en bied die resultate
daarvan aan.
HOOFSTUK 4 beskryf sommige lokale inisiatiewe deur die Department om kennisoordrag te
bevorder.
HOOFSTUK 5 evalueer die onderwerp deur die literatuur in hoofstuk 2 in verband te bring
met die gevallestudie.
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Santos, BRUNA ANGELA. "COACHING E MENTORING COMO PRÁTICAS DE COMPARTILHAMENTO DO CONHECIMENTO: ESTUDOS DE CASOS EM EMPRESAS PÚBLICAS PAULISTAS." Universidade Metodista de Sao Paulo, 2015. http://tede.metodista.br/jspui/handle/tede/1473.
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Previous issue date: 2015-08-19<br>The research aimed to analyze the main reasons why state-owned enterprises (SOEs) from São Paulo-Brazil use coaching and mentoring as a knowledge sharing practice.The 2009 decree No. 53963,sanctioned by the Governor of São Paulo established the Knowledge and Innovation Management Policy for SOEs. Kuniyoshi and Santos (2007) conducted a research, in which identifies practices and knowledge management initiatives adopted by some companies, among them, coaching and mentoring. The pratical process requires not only financial investment but time and adequate people, thus instigates research actions in the organizational context of the SOEs. This study seeks to contribute to the development of studies in the public area. The method used in this qualitative study is exploratory type. The object of this research were the São Paulo SOEs, that currently add up to 21. We conducted a case study with interview and document analysis in two of these SOEs, Sabesp, company sanitation sector water and sewage, aimed to analyze the coaching practice and the Institute for Technological Research (IPT), national reference metrology, aimed to analyze the practice of mentoring. Since there are no exclusive practices to Knowledge Management, and the success of a practice is related to the context in which it operates. In the case of Sabesp, the coaching practice is used as one of the activities within both programs, aimed at developing human capital as a competitive force. IPT aimed at the implementation of mentoring program, specifically the sharing tacit knowledge. It has been discovered that coaching and mentoring practices are used as a way of making a company unique before others, even SOEs with no focus on competitiveness, but they use knowledge strategically to improve the quality of service to society.<br>A pesquisa teve como objetivo geral analisar as principais razões pelas quais as empresas públicas paulistas utilizam coaching e mentoring como práticas de compartilhamento de conhecimento. No ano de 2009, foi instituído pelo governador do Estado de São Paulo, o decreto nº 53.963 que instituiu a Política de Gestão do Conhecimento e Inovação para as empresas públicas. Kuniyoshi e Santos (2007) realizaram uma pesquisa, na qual identificaram práticas e iniciativas de gestão do conhecimento adotadas por algumas empresas, dentre elas, coaching e mentoring. As práticas são processos que necessitam de investimento não somente financeiro, mas de tempo e pessoas adequadas, por serem processos mais complexos, instigam a investigação de ações no contexto organizacional de empresas públicas. Este estudo busca contribuir para o desenvolvimento de estudos na área pública. O método utilizado neste estudo de abordagem qualitativa é do tipo exploratória. O objeto desta pesquisa foram as empresas públicas paulistas, que, atualmente, somam 21. Foi realizado estudo de caso, com entrevista e análise documental em duas destas empresas, A Sabesp, empresa do segmento de saneamento de água e esgoto, teve como objetivo analisar a prática de coaching e, o Instituto de Pesquisa Tecnológicas (IPT), referência nacional em metrologia, teve como objetivo analisar a prática de mentoring. Uma vez que não existem práticas exclusivas à Gestão do Conhecimento, e o sucesso de uma prática está relacionado ao contexto na qual está inserida. No caso da Sabesp, a prática de coaching é utilizada como uma das atividades dentro de dois programas, visando desenvolver o capital humano como força competitiva. O IPT teve como objetivo da aplicação do programa de mentoring, especificamente, o compartilhar conhecimento tácito. Foi constatado que as práticas de coaching e mentoring podem ser utilizadas como recurso capaz de tornar a empresa singular perante as demais, mesmo empresas públicas não tendo foco em competitividade, mas utilizam o conhecimento de forma estratégica para melhorar a qualidade de atendimento à sociedade.
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Astrove, Stacy L. "What do mentors learn? The role of mentor and protégé role behavior and relationship quality in mentor learning." Diss., University of Iowa, 2017. https://ir.uiowa.edu/etd/5704.
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Mentoring is defined as a reciprocal relationship between a less experienced individual (protégé) and a more experienced individual (mentor) that has consistent, regular contact over a period of time and is intended to promote mutual growth, learning, and development within the career context (Haggard, Dougherty, Turban & Wilbanks, 2011; Kram, 1985; Ragins & Kram, 2007). Inherent in this definition of mentoring is that individuals learn, develop, and grow from their mentoring interactions. Despite this, limited research explores the learning that occurs from mentoring relationships. The purpose of this study is to examine what mentors learn from mentoring experiences and how these experiences relate to mentor outcomes. The outcomes include mentoring self-efficacy, mentor behavioral change intentions, and mentor learning. I draw on the relational mentoring perspective (Ragins, 2012) and social learning theory (Bandura, 1971, 1977) to ground my hypotheses. My hypothesized model addresses three broad research questions: 1) What do mentors learn from their experiences with their protégés? 2) How do mentoring experiences relate to learning? and 3) Under what conditions do mentoring experiences relate to learning?
I conducted a mixed methods study in an academic setting. My population included professors in North American doctoral granting universities and the PhD students they mentored. After identifying interested professors (mentors), I asked mentors to send study information to their PhD students (protégés). Both quantitative and qualitative data were collected via electronic survey. Surveys were time-lagged with three waves over a four month period.
I found that mentors gained mentoring-specific, occupational-specific, and relational knowledge from mentoring their protégés. Additionally, mentors identified specific changes they wished to make to their mentoring behavior from their experiences with their protégés. I found that protégé positive role behavior and mentor positive psychosocial behavior were directly and positively related to career mentoring self-efficacy. Mentor positive career behavior was positively related to behavioral change intentions and protégé positive role behavior was positively related to relationship quality. I found that relationship quality did not mediate the relationship between role behaviors and mentor learning outcomes. Finally, I did not find support for the moderating effects of internal attribution for relationship quality, growth mindset, and feedback seeking.
This study makes four specific contributions to the management field. First, research in mentoring often confounds relationship quality with behavior (e.g., Eby, Butts, Lockwood, & Simon, 2004; Eby, Durley, Evans, & Ragins, 2008) and outcomes (e.g., Eby, Butts, Durley, & Ragins, 2010; Ragins, 2012). By studying role behaviors, relationship quality, and mentor learning outcomes as distinct constructs, I provide clarity and an avenue for future mentoring research. Second, this study contributes to the mentoring literature by demonstrating what and how mentors learn from mentoring experiences. A significant contribution of this study is the identification of three types of mentor learning and behavioral change intentions. Third, I examined the theoretical explanation for mentoring role behaviors and mentor learning outcomes. Whereas I found that relationship quality did not explain the relationship between role behaviors and mentor learning, leader-member exchange provides a promising avenue for future research. Finally, I introduced mentoring self-efficacy as an important outcome of positive mentoring relationships, with mentors experiencing increased self-efficacy through positive experiences with their protégés.
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Yusuf, Fatma Hindia. "Exploring how contextual factors influence the appropriate application of business coaching: the case of Engen." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97610.
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Thesis (MPhil)--Stellenbosch University, 2014.<br>ENGLISH ABSTRACT: The trend towards globalisation and its role in fomenting hyper-competition practices have brought new forms of workforce development and management strategies to the fore. As such, business coaching as a recent addition to the workforce development interventions has moved into the strategy arena. However, as pointed out in various texts (Cavanagh, 2006; Stout-Rostron, 2009a; Chapman, 2010; Peltier, 2010; Rosinski, 2010; Kahn, 2011; Wildflower and Brennan, 2011), business coaching like most other multi-dimensional interventions is complex. This complexity in part stems from the need to align the organisation’s business coaching needs with the needs of the coachee (Stout-Rostron, 2009a). Added to this is the influence of the coachee’s sense of readiness as well as the impact of the three-way coaching relationship to the outcomes of business coaching. This means that, while a business coaching model can contribute to the basket of workforce development interventions, it is possible that the appropriate application of this model will be contingent on the circumstances of particular organisations. Against this background, the aim of this study was to explore how contextual factors influence the appropriate application of business coaching. Towards this end, the study placed the contextual focus at Engen Petroleum Limited and the findings revealed six factors, which can influence the appropriate application of business coaching along the three dimensions of: i) aligning the organisation’s business coaching needs with the needs of the coachee; ii) readiness for coaching; and iii) the coaching relationship. Two of the six factors, namely clarity on expected outcomes as well as programme structure and support can influence the alignment of the organisation’s business coaching needs with the needs of the coachee. Two other factors, namely knowledge about the coaching programme and the level of self-awareness can influence the coachee’s sense of readiness for coaching. The last two factors relating to choice of coach and contract as well as confidentiality and progress reporting, can influence the coaching relationship dimension of business coaching. These findings have implications for coaching research and organisational practice - in particular, at Engen. Thus, to leverage the benefits of business coaching, the researcher developed and recommends ‘The Business Coaching Cycle’ (see Figure 6.1) as a framework for Engen and other organisations to consider when seeking to appropriately apply business coaching as a people development strategy. The five components of ‘The business coaching cycle’ include alignment of the organisation’s business coaching needs with the needs of the coachee; ensuring coaching readiness; formalising the coaching relationship; adhering to the coachee’s confidentiality needs when reporting on progress and organisational support for referral of the coachee to an Employee Assistance Programme (EAP) or a training intervention when necessary. In terms of contribution to the coaching research, the study raised one possibility for further research, namely: ‘Exploring the readiness of the work environment for the coachee’s behavioural change after a business coaching intervention’.
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Chowthee, Nishi Lalmanie. "The meaningfulness of coaching during organisational change." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/95626.
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Thesis (MPhil)--Stellenbosch University, 2013.<br>On 1 April 2011, Vodacom (Pty) Ltd. underwent major transformation, which resulted in changes to
the organisation's purpose, vision, strategies and culture. In changing to a purpose-based
organisation and its commitment to being a learning organisation, a culture change is required in
order for the organisation to meet its strategic objectives.
Organisational change at this large scale can be difficult and unsettling and the transition to the
new way of doing things requires hardwiring of new learning through awareness and action.
Coaching, as a modern day management practice, is increasingly becoming an intervention of
choice in organisations undergoing change and the current body of knowledge shows that
coaching plays a vital role in the speed and transition of change during system-wide organisational
change.
Managers play a pivotal role in meeting the organisation's objectives by displaying and
operationalizing the new behaviours required to bring Vodacom’s vision of a purpose-based
organisation to life. Managers have to align their behaviours to the new culture and managers must
be helped to fulfil their roles in creating a purpose-based organisation.
This research study is important as the findings show that coaching created an awareness of the
organisational changes and contributed in a meaningful way by accelerating the change in
behaviours.
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Ekström, Katarina, and Jessica Hagström. "Kollektivt lärande i kunskapsföretag." Thesis, Linköping University, Department of Management and Economics, 2000. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-748.
Full textAbstract:
<p>Background: For the knowledge company the employees’ competencies and knowledge are important assets. According to this, there has been a lot discussion about how to best take advantage of the employees’ knowledge and create organizational learning. This organizational learning can be difficult to create due to the individuals’ own goals and the fast changes in today’s society. </p><p>Purpose: “To define how factors such as time pressure, individualism and increased mobility on the future labour market will influence the knowledge companies and affect the organizational learning. We will also studyif mentoring in the future is a possible way to accomplish organizational learning.” </p><p>Delimitations: We have only investigated how the organizational learning will be affected by increased time pressure, individualism and mobility. We have also looked at organized, company internal, mentoring. Realization and </p><p>Results: We have conducted interviews at three different knowledge companies, where one of them has an organized, internal mentoring programme. We have also used three prognoses of future trends and compared these with the answers from the interviewees. From this we found that increased individualism and increased mobility can affect the organizational learning in both a negative and positive way. Increased time pressure is the most critical factor to create an organisational learning in knowledge companies.</p>
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Daniels, Desiree Margaret. "Coaching : an effective way to transfer learning and strengthen the capacity of non-profit organisation leaders." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/19802.
Full textAbstract:
Thesis (MPhil) -- Stellenbosch University, 2011.<br>Non-profit organisations (NPOs) play a crucial role in society, largely serving the needs of those members who are most vulnerable. The leaders of these organisations work in challenging circumstances and are often expected to fulfil roles for which they have not been trained. Various leadership development programmes have been designed to equip leaders in this sector with the necessary knowledge and skills to deal effectively with the increasing and more complex demands placed on them. Stand-alone programmes, however, have been shown to have less success in transferring knowledge and skills back to the workplace than blended learning approaches. This means a large proportion of the learning investment is being wasted.
Since coaching has proved to be a powerful intervention leading to individual and organisational transformation in many sectors, the main question that this investigation has tried to answer is: To what extent can coaching contribute to enhancing the transfer of learning back into the workplace for NPO leaders who have attended a leadership development programme. Further questions relating to factors influencing the learning transfer process were also addressed during this study, as was the preference for different coaching formats.
This investigation involved a case study design and was based on a programme for NPO leaders offered at the University of Stellenbosch Business School, referred to as the NPO Plus programme. The findings of this study are intended to provide insights for trainers on the benefits of using coaching as a component when designing learning interventions, and to shed light on what coaches can expect when coaching NPO leaders. The NPO community, as well as donors, can also get a sense of how coaching can contribute to building and strengthening the overall capacity of leaders in the non-profit sector.
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Beck, Lydiamarie. "Towards understanding facilitation of coaching principles in a junior leadership development programme." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/19810.
Full textAbstract:
Thesis (MPhil) -- Stellenbosch University, 2011.<br>The key objective of this research study is the development of junior leaders in the information, communication and technology (ICT) industry by means of formal leadership development programmes, complemented by the application of coaching principles as part of the facilitation and delivery process.
In order to remain competitive in the local ICT sector, a leading listed company in South Africa identified the development of human capital as one of its key success criteria. As a knowledge-intensive industry, this organisation is predominantly reliant on the collective human capital of the company for survival, sustained growth and competitiveness. The objective of the programme evaluation is to establish whether the programme, in the form it has been presented during the past few years, has met the set organisational goals via the application of coaching principles, such as: providing insight into personal and business environments, as a voluntary process in a non-judgemental environment. Relationships are built on respect, ethics and trust. Time for reflection and providing feedback in a non-prescriptive manner are principles that a credible and knowledgeable coach will apply, thus ensuring that learning and development takes place. Coaching contracting must have measurable, set objectives and direct the individual toward a desired outcome. Coaching was not part of the original design and development of the programme, either as an enabler or as part of the content.
The literature review positions business coaching as a collaborative partnership to develop the client’s performance and potential, personally and professionally, in accordance with the goals and values of the organisation. Furthermore, developing a coaching competency with line managers, will ensure that an internal coaching capability is established, which will assist delegates both during the programme and in their future career development.
To eliminate any possibility of bias, triangulation was included in this programme evaluation study. The qualitative research included semi-structured interviews with all stakeholders, conducted via various means, such as focus groups, individual interviews and self-administered questionnaires.
The programme evaluation study established that, although the objectives of this junior leadership programme were met and coaching principles were applied, sub-questions that surfaced during research, raised issues that need to be addressed. Improvements are required in order for the programme to be sustainable and support the growth strategy of the organisation. The recommendations are that development programmes should have an integrated organisational focus, involving all the stakeholders; and that the selection process, for individuals attending these programmes, should not only be more comprehensive, but line managers should be more involved.
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Taylor, Michael. "The influence of transformative coaching on managerial behaviour, leadership style, individual and team engagement." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/19811.
Full textAbstract:
Thesis (MPhil) -- Stellenbosch University, 2011.<br>This research study not only links three important business concepts, namely, leadership development, employee engagement and executive coaching, but is also an important body of research that contributes in a meaningful way to the debate around the role of executive coaching and its impact on leadership effectiveness.
It outlines a transformative framework for executive coaching that shows a significant shift in managerial behaviour. This behaviour shift acts as a catalyst for the enhancement of key dimensions of employee engagement.
This is an important finding, as the field of professional coaching is undergoing much scrutiny in terms of its return on effectiveness and its ability to accelerate the development of high-potential talent.
The reseach findings in this report further serve to reinforce the importance of aligning leadership development, and specifically executive coaching practices, with organisational strategies.
The global financial crisis has highlighted the need for organisations to adopt prudent leadership development strategies.
The intelligent integration of transformative coaching into talent management practices such as retention, promotion, deployment and development of high-potential leadership, will create the necessary impetus for building sustainble leadership capacity and provide an outstanding return on investment for organisations wherever they might be in their maturity cycle.
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Van, der Merwe De Verra Seugnet. "Exploring the possible impact of coaching towards improving the performance of blue-collar workers in a mining environment in the Northern Cape." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95681.
Full textAbstract:
Thesis (MPhil)--Stellenbosch University, 2012.<br>Blue-collar workers should be seen as the most valuable asset of any organization, as they normally constitute the majority of employees within South African companies. Therefor cognisance should be taken to enhance the performance and productivity levels of these employees through coaching. In the past, it seemed, as if the emphasis was more on coaching the higher echelons of employees than on the coaching of blue-collar workers.
The current South African crisis within the mining industry has highlighted the need for organisations to adopt a new vision in dealing with blue-collar workers. The integration of coaching into the existing employee assistance frameworks can create the necessary impetus for building sustainable changes within these ranks.
An extensive literature review investigated the possibility of coaching blue-collar workers as well as the inclusion of coaching into existing employee assistance programs. It was evident that little research was done on coaching of blue-collar workers. By using a qualitative approach and through exploratory research, coaching sessions were done with the aim of improved performance for these workers.
This research outlines a framework for blue-collar coaching that enhances performance and effectiveness of these workers. These improvements in performance could be seen as a catalyst for improved production for mining houses and other corporate businesses.
The participants in this research either referred themselves to the employee assistance program (EAP) or they were referred by their manager for a performance or work related problem. This could be an indication that EAPs will have to look at a more integrated approach to incorporate a wider range of services, such as coaching. This research could therefore be a uniquely useful tool for organisations endeavouring to purchase EAPs in future.
This research further explored the coachability of blue-collar workers with relation to their level on Maslow’s hierarchy of needs as well as exploring their ability to transfer this learning back to their respective places of work.
Furthermore recommendations were made in this study for future research, for blue-collar coaches as well as for existing EAP service providers.
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Gleaves, Vaughn Orsborne. "Effective Leadership and Nonprofit Sustainability." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3772.
Full textAbstract:
A sustainability plan of an organization is useless without effective leadership in its design and execution. The purpose of this case study was to explore strategies that church leaders having at least 7 continuous years of organizational fiscal sustainability and leadership used to ensure fiscal sustainability. The study included 8 face-to-face and 2 phone interviews with 4 senior pastors, 3 associate pastors, a treasurer, a finance committee chair, and a certified public accountant who lived in the Akron, Ohio area along with a review of documents including a leadership meeting agenda and financial committee meeting agenda, provided by study participants. The transformational leadership theory was used to frame this study. Audio recordings were transcribed and analyzed along with interview notes and publicly available documents to identify themes regarding strategies used by church leaders to successfully achieve fiscal sustainability. Data analysis consisted of coding, thematic analysis, and key word analysis, which resulted in 4 major themes: mentoring strategies, where a pastor might get some good advise from someone knowledgeable about fiscal sustainability; training strategies on subjects like planned giving; education strategies on the use of websites and social media tools to improve the effectiveness of fundraising activities; and the importance of choosing the right leadership style as a strategy in improving fiscal sustainability. These strategies may contribute to social change if they are used by pastors and other church leaders to ensure fiscal sustainability in their organizations. Social implications may include increased attention on the varied benefits of sustainability and their adoption by individuals, businesses, organizations, governments, and society.
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Ferreira, Anthonie Michael. "Coaching as a leadership development tool : a case study to consider the factors that influenced the perceived failure of an executive coaching intervention." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/19804.
Full textAbstract:
Thesis (MPhil)--Stellenbosch University, 2011.<br>The majority of the literature on executive coaching available today, gives evidence of the growth and success of executive coaching as an industry. The industry is, however, relatively young and immature and not regulated at all. The number of individuals who position themselves as executive coaches has more than doubled in the past 10 years and the industry is growing rapidly. The question then arises whether all coaching initiatives that are taking place are hundred percent successful in achieving the stated objectives. Very little is said and done about the less successful processes.
This study allows us to have insight in an executive coaching process involving an executive team and to consider which factors contributed to the perceived failure of the process. By using a qualitative approach and through a case study of the intervention, in-depth interviews were done to enquire from all the participants how they experienced the coaching process. From these interviews, themes were identified to be used by companies, coaches, service providers and clients to understand what some of the elements are that need to be considered in a team-related coaching intervention to ensure a better chance for success.
The literature review investigated the definition and history of executive coaching as well as the application and benefits of executive coaching. The study also explored the concept of team coaching, the importance of the related parties in the coaching process, as well as the fact that the industry is not regulated and still quite immature. The context and background of the case study and all relevant information related to the company, the team, the process and the service supplier were considered.
The importance of the coaching triangle between the coach, client and the organisation was emphasised in the literature study, but it was also identified as a critical foundation for the success of the executive coaching process.
Given the experience from the team that was part of the process, the following elements should be taken into consideration by all parties to ensure that the objectives of the coaching process are met. Firstly, the importance of leadership as the sponsor is critical and an element that should not be ignored. Secondly, the commitment of the entire team is emphasised as a critical success factor. Another important element identified is the ability to take into consideration the time pressures that executive teams experience. Further to that, the importance to keep the momentum of the process going, the selection of suitable coaches, the importance of taking individual needs of the clients into consideration, as well as the lack of buy-in from participants are all success factors that were identified as part of the analysis.
Due to the very limited scope of the study, recommendations were made for future research and ongoing practice in the field.
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Singh, Asha. "Coaching female leaders in a male-dominated environment : stress managment trhough self-awareness and reflection." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/20756.
Full textAbstract:
Thesis (MPhil)--Stellenbosch University, 2012.<br>Worldwide trends indicate that women are increasing their engagement in the labour market. The Businesswomen’s Association of South Africa (BWASA) 2010 census shows that there has been an increase in female labour participation (BWASA 2010). Although the levels are increasing, participation at management and executive levels requires attention. According to the Catalyst census conducted in the United States in 2010, 15,7% of all board level positions in the Fortune 500 companies were held by women (Xu, 2011). The BWASA 2011 census reports that 15,8% of directors and 21,6% of executive managers are women. Some of the key reasons cited for this poor inclusion rate are: the persistence of the glass ceiling barrier in many cases; differences in gender socialisation and language styles; gender stereotyping; the old boys’ club at the top level; ineffective operational and line experience; differences in male and female leadership styles; and the preference of some women for entrepreneurial opportunities over corporate careers (BWASA, 2011).
Female leaders in male-dominated environments deal with specific occupational stressors, such as gender role stereotyping, and work-related sex discrimination (Long, Kahn & Schutz, 1992). Given the vastness of the subject of stress, the intention with this study was to narrow the scrutiny through the lens of role stress in order to provide insight into the impact of coaching on female leaders in a male-dominated environment. Seven women holding management positions in the male-dominated industry of earthmoving equipment were interviewed in this study. They were requested to share their personal experiences and perceptions about working in a male-dominated industry and the related stressors and challenges they face.
The literature indicates that while progress has been made in terms of female growth and advancement in the workplace, there are still barriers; and organisations are required to review the organisational culture, strategy and structures to allow for the differing needs and leadership styles that women bring to the corporate environment (Cornish, 2007). Men cannot be held solely responsible for the lack of female advancement, as there is a level of ownership that women must take for personal growth, training, education and advancement.
This study has found that there are unique challenges and stressors that act as barriers to female advancement. The findings also indicate that through leadership tools, such as coaching, women equip themselves with growing self-awareness and self-knowledge that may assist them in dealing with their stressors, and in implementing meaningful strategies, such as work/life balance, more effective management of their relationships, and understanding and knowing how to deal with gender stereotyping.
This study was limited to seven participants in one organisation in South Africa. In future studies of this nature, researchers may wish to examine the effects of coaching in other industries and on a larger sample, and may wish to include the variable of race, which was not part of the scope of this study. The body of knowledge related to the long-term impact of coaching on self-awareness and related changes in behaviour would also be of interest.
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Van, Schalkwyk Sharon Lesley. "Investigative case study on the experience of teachers of a coaching process." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/20844.
Full textAbstract:
Thesis (MPhil)--Stellenbosch University, 2012.<br>Teachers in South Africa currently operate within an education system largely failing to equip
our youth to attain personal and economic freedom, while, as individuals, the teachers have
to manage their own lives within the broader environment characterised by continuous
educational and social change, economic difficulties and dysfunctional schools. With
coaching emerging as a catalyst for change and development, the literature reveals that,
locally and internationally, coaching programmes aimed at assisting teachers focus on
professional development. Less focus is placed on the development of teachers in their
personal capacity as an enabler towards professional development. The focus of this study is
to coach teachers in their personal capacity and to gain an understanding of how the
teachers make meaning of their experiences. This research answers the question of how
teachers experience a coaching interaction.
The research design was that of a case study to obtain descriptive data about the
experiences of the teachers. With the focus on understanding how the teachers interpret and
make meaning of their experiences, the methodology of the study is qualitative, informed by
the phenomenological tradition of social research. The research process entailed coaching of
a small sample of six teachers from one primary school and the collection of data through
field notes, the teachers’ reflective notes and qualitative interviews. The data was analysed
and coded to identify themes from multiple perspectives of the data and across the data.
The initial analysis of the data revealed themes specific to the individual teachers, while indepth
analysis across the data revealed general coaching outcomes related themes. With
reference to the coded themes, the study found that the coaching process provided the
environment (safe space) and opportunity (time to think) to facilitate awareness of the
teachers’ current reality (thinking and behaviour), awareness of their own resources (new
thinking, internal learning, choice) and awareness of possibilities of different realities
(change). Change through awareness and new thinking emerged as the main theme. Not all
the data was positive, providing useful recommendation for the improvement of future
coaching interventions of a similar nature.
While the research design and context of the study limited the generalisation of the findings,
the study achieved its aim of obtaining rich descriptive data about the experiences of the
teachers of a coaching interaction. Within the confines of the context of the study, the
findings pointed to the potential of coaching to facilitate initial change and development for
teachers in their personal capacity. The value that the teachers put on their coaching
experiences confirmed the gap for coaching teachers in their personal capacity. Evidence of
the teachers applying their learning from the coaching interaction in their family and
professional lives indicated the possibilities of outcomes beyond this study.
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Mnisi, Shirley Moshikidi. "Exploratory study on the introduction of performance coaching skills, for first-line team supervisors in a manufacturing organisation." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97413.
Full textAbstract:
Thesis (MPhil)--Stellenbosch University, 2014.<br>ENGLISH ABSTRACT: The concepts of performance management and coaching are of key importance to businesses globally. Various studies have been conducted on the link between the concept of performance management and coaching within business organisations, specifically where coaching seeks to align the activities and objectives of individuals to business objectives and goals. The purpose of this study was to further explore this relationship between these two processes and in so doing, explore the application of coaching skills as introduced for the first-line team supervisor leadership process.
The study involved the direct participation of first-line team supervisors. A qualitative research design was used to answer the research question in order to explore the processes, patterns of behaviour and themes that emerged out of the coaching skills application process.
The research findings gave an indication that the coaching process could play a critical role in the development of first-line team members as well as the first-line team supervisors’ leadership skills. The results indicated a rewarding process in both instances. It was evident that the modern first-line supervisor would want to be equipped with skills for understanding and managing the behavioural patterns of the people they lead, i.e. over and above the technical expertise required to perform in their jobs.
The study further gave rise to a new dimension of approaching the team performance conversations where the first-line supervisors used the GROW model in conducting individual performance discussions. The GROW model improved understanding and acceptance of the process amongst the people reporting into their roles. The broader finding is that coaching can enable more collaborative teamwork and this may lead to improved conversations on performance and goal clarification for first-line production teams; specifically in clarifying goals, providing feedback, listening actively and following up on tasks to be carried out.
Results and conclusions may be limited by the fact that the study was conducted in a single industry. Additional studies from a variety of industries with large numbers of participants would be helpful to fully understand the ways in which performance coaching skills and first-line team leadership development programmes can best be developed and deployed in organisational settings.
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Lufele, Sikhumbuzo Christian. "Perception on limitations of mentorship programme for emerging contractors against its effective implementation in the Western Cape." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/2810.
Full textAbstract:
Thesis (Master of Construction Management))--Cape Peninsula University of Technology, 2019.<br>This study evaluates both the Contractor Development Programme (CDP) mentorship programme and the emerging contractors’ personal limitations in achieving a successful programme implementation. The objectives of the study were as follows: (i) to ascertain whether the perception of limitations of the mentorship programme differs in accordance with contractor’s profile; (ii) to ascertain whether there is any statistically significant difference between the profiles of contractors with regard to the perception on mentorship programme limitations; (iii) to ascertain whether the perception of limitations of the contractors’ personal limitations differs in accordance with contractor’s profile; (iv) to ascertain whether there is any statistically significant difference between the profiles of emerging contractors with regard to the perception on personal limitations. The study adopted a quantitative research method which was preceded by an exploratory study. The study targeted emerging contractors in the Western Cape. The exploratory study was undertaken at the initial stage of the study to gain more insight in terms of the impact of limited contracting opportunities for emerging contractors on the Western Cape CDP mentorship programme. The data was collected by means of conducting semi-structured interviews to purposely selected emerging contractors, and was subsequently transcribed and analysed using content analysis. With regard to the main study, the questionnaire survey with closed-ended questions was distributed to the population of 16 emerging contractors with CIDB grade 3 and 5. The descriptive and inferential statistics were used to analyse the main study. The study has uncovered a number of gaps in terms of the implementation processes of CDP mentorship programme. In regard to the mentorship programme limitations: The findings have revealed the use of ineffective recruitment and selection methods, the lack of training projects for contractors to tender, the lack of MOUs between the banks and the Western Cape CDP to ease access to credit, the lack of continuity in terms of mentoring services, the failure to evaluate contractors when they enter the mentorship programme, failure to monitor contractors’ development during mentorship, the failure to evaluate contractors when they exit the mentorship programme. In regard to the emerging contractors’ personal limitations: The findings have discovered the lack of tendering skills among contractors, lack of skills in interpreting construction drawings, the lack of planning for construction projects, the lack of estimation, and the lack of negotiation skills with material and plant suppliers. The research concludes by recommending that the Department of Transport and Public Works should review the entire mentorship programme. This will be achieved by appointing a business development practitioner to re-design and re-structure the entire mentorship programme so that it can be able to attract and select suitable contractors while meeting the governments’ objective of developing and promoting of emerging contractors in the construction industry.
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Morton, Kenneth. "Exploring Bank Managers' Strategies for Developing Millennials for Leadership Roles in Commercial Banks." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2416.
Full textAbstract:
Understanding strategies to prepare Millennials for leadership roles in commercial banks is critical to ensure organizational stability and success and to avoid knowledge gaps and leadership deficiencies created by large numbers of retiring Baby Boomers. Guided by learning network theory and generational theory, the purpose of this multiple case study was to explore the strategies that 3 bank managers in North Carolina and South Carolina used to prepare Millennials for leadership. These 3 bank managers had a minimum of 2 years of experience leading teams of employees which included Millennials. The study included semistructured interviews to elicit detailed narratives from the bank managers on their experiences in preparing Millennials for leadership roles. Additional data included a review of public and private documents containing developmental activities and leadership program details used with Millennials. All data were analyzed and coded to identify recurring themes. Methodological triangulation was used to identify 5 key strategies used by managers to help prepare Millennials for leadership including structured development processes, generational alignment and engagement, coaching and mentoring, leveraging technology, and communications. Bank managers could use these findings to implement successful strategies to help Millennials prepare for leadership roles. Doing so promotes positive social change by identifying these strategies for bank managers to prepare key talent for leadership roles within organizations.
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Rice, Claire Michele. "A Case Study of the Ellison Model's Use of Mentoring as an Approach Toward Inclusive Community Building." FIU Digital Commons, 2001. http://digitalcommons.fiu.edu/etd/37.
Full textAbstract:
The Ellison Executive Mentoring Inclusive Community Building (ICB) Model is a paradigm for initiating and implementing projects utilizing executives and professionals from a variety of fields and industries, university students, and pre-college students. The model emphasizes adherence to ethical values and promotes inclusiveness in community development. It is a hierarchical model in which actors in each succeeding level of operation serve as mentors to the next. Through a three-step process--content, process, and product--participants must be trained with this mentoring and apprenticeship paradigm in conflict resolution, and they receive sensitivitiy and diversity training, through an interactive and dramatic exposition. The content phase introduces participants to the model's philosophy, ethics, values and methods of operation. The process used to teach and reinforce its precepts is the mentoring and apprenticeship activities and projects in which the participants engage and whose end product demontrates their knowledge and understanding of the model's concepts. This study sought to ascertain from the participants' perspectives whether the model's mentoring approach is an effective means of fostering inclusiveness, based upon their own experiences in using it. The research utilized a qualitative approach and included data from field observations, individual and group interviews, and written accounts of participants' attitudes. Participants complete ICB projects utilizing the Ellison Model as a method of development and implementation. They generally perceive that the model is a viable tool for dealing with diversity issues whether at work, at school, or at home. The projects are also instructional in that whether participants are mentored or seve as apprentices, they gain useful skills and knowledge about their careers. Since the model is relatively new, there is ample room for research in a variety of areas including organizational studies to dertmine its effectiveness in combating problems related to various kinds of discrimination.
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Mbewe, Sibonokuhle. "Filling critical skills gaps in South Africa : assessment of Old Mutual's Ilima trust as a CSR case study." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/6412.
Full textAbstract:
Thesis (MBA (Business Management))--Stellenbosch University, 2008.<br>ENGLISH ABSTRACT: Corporate Social Responsibility (CSR) is taking on a developmental stance in Third-World
Countries. Old Mutual, through its partnership with the South African govemment, set up a
trust to assist govemment in skills development at local, provincial and national level and
small enterprises. Old Mutual's retired senior employees were taken on as consultants in
Project iLima to share their experience and expertise with government employees.
Literature on mentoring is reviewed, covering the definitions of mentoring, the different
phases of mentoring and the competencies required for each phase for the mentor and
mentee. Finally the benefits of mentoring are addressed.
The method used to uncover the business system involved primary research and a
synthesis process. Interviews were held with two iLima consultants, after which
questionnaires were used to gather qualitative feedback from the iLima consultants and
their clients. The feedback was synthesized until business objectives and activities were
identified.
The study project sheds light on iLima's business system. This is done through a method
of synthesis, which seeks to get to the underlying meaning of the responses. Eight key
business objectives are identified. These can be achieved through managing twenty-one
business activities. The business model provides a compass or map from which business
solutions can be aligned to business opportunities and problems. The model is a one-page
representation of the entire business system that Project iLima ought to put under strong
management, in the writer's view.
The iLima business model may be summed up as follows: "Through the attractiveness of
the iLima purpose and culture, a strong client engagement model and successful project
delivery, Project iLima can build a strong ccnsulting brand and adopt a viable business
strategy beyond its four year funding limit."
The contribution this thesis makes to the business-modeling domain is to use a noncollaborative
method to generate a systemic business model. The thesis demonstrates a
simple synthesis process to generate the business model provided there is access to a
sufficiently broad-based, but not necessarily deep, knowledge repository.
Recommendations were made as to how Project iLima's management can introduce the
business model as a management tool. It is recommended that a further study be done to
test the acceptability and adoption of the model.
In addition to the presentation of the iLima business model, CSR trends locally were
explored. It appears from the trends covered that targeted skills development is still a fairly
new phenomenon in South Africa.<br>AFRIKAANSE OPSOMMING: Korporatiewe Sosiale Verantwoordelikheid is aan die ontwikkel in Derdewereld lande. Ou
Mutual het 'n trust in vennootskap met die regering gestig om die regering te help met die
ontwikkeling van vaardighede op 'n lokale, provinsiale en nasionale vlak. Afgetrede senior
werknemers van Ou Mutual is as konsultante aan boord gebring by die iLima Trust om hul
ondervinding en kennis met regeringsamptenare te deel.
Hierdie studie bespreek die besigheidsmodel van iLima. Die model identifiseer agt sleutel
besigheidsdoelstellings wat bereik moet word deur die bestuur van een-en-twintig
besigheidsaktiwiteite. Dit verskaf ook 'n kompas of riglyn waardeur besigheidsoplossings
in lyn gebring kan word met besigheids-geleenthede of bedreigings. Die model is 'n
voorstelling op een bladsy, van die hele besigheidstelsel wat iLima Trust onder effektiewe
bestuur moet plaas.
Die iLima se besigheidsverhaal kan as volg opgesom word: "Deur die aantreklikheid van
die iLima doel en kultuur, 'n sterk kliente-verhoudingsmodel en suksesvolle projeklewering,
hoop iLima Trust om 'n sterk konsultasie handelsmerk te bou en om 'n
lewensvatbare besigheidstrategie te implementeer wat sal voortbestaan na die einde van
die vier jaar van befondsing".
Die metode waardeur die besigheidstelsel ondersoek is, het primere navorsing en 'n
proses van sintese behels. Onderhoude is gevoer met twee iLima konsultante, waarna
vraelyste gebruik is om kwalitatiewe terugvoering van die iLima konsultante en hul kliente
te verkry. Die terugvoering is deur 'n proses van sintese geneem om besigheidsdoelstellings
en aktiwiteite te identifiseer.
Die bydrae van hierdie tesis tot besigheidsmodelering is om op 'n nie-kollaboratiewe wyse
'n sistemiese besigheidsmodel te genereer. Die tesis demonstreer 'n eenvoudige
sinteseproses om die besigheidsmodel te genereer, gegewe toegang tot 'n wye, maar nie
noodwendig diep, versameling van inligting.
Aanbevelings is gemaak waardeur iLima se bestuur die besigheidsmodel kan bekendstel
as 'n bestuurstegniek. Daar word ook aanbeveel dat 'n verdere studie onderneem word om
die aanvaarbaarheid en aanneming van die model te toets.
Bykomend tot die bespreking van die iLima se besigheidsmodel, is 'n ondersoek en
bespreking van Korporatiewe Sosiale Verantwoordelikheids-tendense op 'n nasionale en
internasionale vlak. Geteikende vaardigheidsontwikkeling is in die verband nog steeds 'n
redelik nuwe verskynsel in Suid Afrika.
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Jindřich, Tomáš. "Řízení rozvoje talentů." Doctoral thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-163062.
Full textAbstract:
The subject of this text is the management of talent development. The aim of a dissertation was to identify what skills abilities are supposed from Talents in organizations what is suitable to develop in trainings by talents what method of development is most effective for talents and what we should consider hen we set up talent management in organization. The history of talent management manners and current interpretation of keywords are analysed in theoretical part. The hypotheses were set up to current problems and were verified by standard manners in organizations and at the university. The hypotheses have passed successful only for typical circumstances where the talents usually are. The most important knowledge are two new trends in talent management. The first is business coaching like combined method of development for talents is most effective manner of talent development. The second knowledge says that talent management set up of talent management depends on level of systematic work in organization.