HRM09102: What are the key Differences Between Coaching and Mentoring and how Can These HRD tools Contribute: Human Resource Development Essay, ENU, Singapore

Coaching and Mentoring

Sample Question:

What are the key differences between coaching and mentoring and how can these HRD tools contribute to improved performance for both the individual and the organization?

4. Coaching and mentoring have become part of the fabric of organizations in recent years (Clutterbuck, 2009).

In view of the above statement, explain how coaching and mentoring can contribute to enhanced organizational performance.

This is the outline of the Coaching and Mentoring essay.

Begin by explaining the meaning of coaching and mentoring.

Provide empirical evidence to reinforce Clutterbuck’s (2009) statement regarding the increasing importance attached to coaching and mentoring in recent years (e.g. The European Mentoring and Coaching Couircil’s (2009) survey).

Proceed to explain how coaching and mentoring, as different yet complementary activities, can effectively contribute to enhanced performance with reference to examples covered in class (e.g. LEAP coaching in Local Government and Mentoring in action at Microsoft).

Better students will be able to develop an argument in favor, of a systemic approach to coaching and mentoring through which these activities can be effectively aligned with HRD and business strategies whilst being subject to consistent evaluation as a necessary pre-condition for sustainable Omani! national performance (Harrison, 2004; Megginson and Clutterbuck, 2004).

5. Outline and discuss the main drivers and barriers to organizations becoming learning organizations.

Sample Question: Features of a learning organization— Include main drivers, barriers to the organization becoming learning organizations:

This is the outline of the e-learning essay.

• Examine the notion of the learning organization with reference to models developed by key authors (e_g_ Pichler et a!, 1991; Senge. 1990; Watkins and Marsjck, 1996).

• Discuss the theories of single-loop, double-loop and triple-loop learning (Argyris and Spli6n, 1978;1996), drawing attention to how double-loop and triple-loop can serve as a lever for strategic change — by promoting expansive patterns of thinking and creativity, and enabling organizations to be ‘change-ready and maintain a viable relationship with their environment over the longer term.

• Discuss the key drivers of organizational learning (eg. political and economic factors, technological advances, globalization, industry-level shifts, internal inconsistencies, etc.) and the main barriers that prevent organizations from becoming learning organizations.

• Better students will address the criticism leveled at the notion of the learning organization (e.g. Ppeft et al., 1998; Walton, 2000) and provide examples of different approaches to the learning organization in different types of organizations.