The Purpose of Coaching and Its Implementation in an Organisation - Essay Example

COHORT: HRP2D COMPANY: Burj Al Arab WORD COUNT 1038 Part A. (A.C1 1.2 3, 3 3.2, 3.3 750 000 words) - Write a report of up to 1000 words explaining the purpose of coaching and how it could be implemented in an organisation. You should include: A description of at least two different models of coaching and at least three benefits of coaching to the individual and three benefits to the organisation At least two differences between coaching and other learning and development methods An explanation of at least two ways that coaching can be used to meet organisational objectives At least two options for developing a coaching culture within an organisation Three advantages and three disadvantages of developing in-house coaching Conflict coaching is one model of coaching mentioned in the article, “Conflict Coaching for Leaders.” The author discusses how conflict can be costly to companies and should be avoided. The goal of this type of coaching is to remove toxic effects to give both parties the chance to resolve the problem and to create a better relationship for the future (Noble, p.2). Key parts to this style are: (1) identifying goals to reduce conflict; (2) analyzing what actions can meet these goals; (3) finding ways to alter behavior that could provoke conflict; (4) changing any non useful responses to productive responses; (5) improving overall communication ability in order to minimize conflicts; and (6) minimizing the harmful effects of conflict to all parties (Noble, p.3). The author mentions that this type of coaching can either be tailored to individuals who often find themselves in unwanted conflicts, or can be specific to certain types of situations (p.3). Executive coaching is a second model that focuses on an executive who is mentored by a more seasoned executive (Thach, p. 205). In this type of coaching, both individuals lay out goals to increase the manager’s performance at the work level and the organizational level (p. 205). Executive coaching involves: (1) contracting; (2) data collection; and (3) coaching. The contracting step is a plan that is drawn up which includes goals, resources, and initial planning. The data collection step may involve skill assessment, interviews, and other methods for the collection of data. The coaching step is the largest step where two individuals analyze the data in order to develop a plan to overcome issues previously identified (Thach, p.206). An executive coaching example was mentioned by the author where 281 executives participated to either improve managerial effectiveness, or be able to assume a top executive role if needed. The study found that executive coaching did significantly improve both types of situations (Thach, p. 213). Steven Downward in his article “Coaching vs. Training---What Really is the Difference?” outlines differences between the two practices. One major difference is with the degree of learning involved (Downward, p.1). Training is the act of imparting knowledge to another person that would usually involve more intense one-on-one interaction and feedback between the two parties (p.1). Coaching is more focused with guiding people to meet goals. Coaches do not necessarily have expertise that trainers would provide, but they do try to ensure that goals are met and outcomes are achieved (Downward, p.2). Another type of development is mentoring which is described as a much more extensive and long lasting process than coaching (insala.com, p.1). The difference between mentoring and coaching is that mentoring is a long term relationship that will develop between two individuals where an individual is providing guidance and knowledge to their pupil and lasts over a longer period of time while coaching is usually finished once a specific task is completed. In addition, mentoring will target more complete development of an individual while coaching is limited to usually one measure of performance (p.2). Coaches will influence people’s behavior, but mentors will be involved in every aspect of creating desirable actions until final outcomes are well established. Finally, coaching is more of an event while mentoring has no specific time limits (p.2). The article “Core Competencies of an Executive Coach” describes how coaching can be used to meet organizational objectives. One way described is with facilitating continuous improvement. This is where coaches do research and try to improve worker effectiveness in multiple areas. In this way, other senior managers and the whole organization benefit as input is provided from multiple people in the company (Ennis, et.al, p.26). Another positive change for organizations is in the area of integrity (p.27). Company wide positive outcomes can occur when ideas developed in the coaching model use best techniques to meet organizational needs. This is particularly true when there is a coaching partnership that helps all involved parties to be accountable to each other and the organization (p.27). One option for developing a coaching culture is to start offering coaching at the higher organizational levels (Eldridge and Dembkowski, p.2). This avoids the notion that coaching is just used to fix problems, and gives the idea that it can be used to bring out organizational talent and help the company be an industry leader (p.2). A second option is in defining quality standards and criteria for selection. This helps to promote quality in coaching and helps to ensure that quality standards are achieved (p. 3) An advantage to in-house coaching is that the internal coach would know the environment and culture of the organization. The individual would be more familiar with the particular challenges and uniqueness of the current company (Strumph, p.227). In addition, he or she would be more familiar with threats that the company is currently facing and ways to address those challenges (p. 227). A second advantage is with internal coaching being more cost effective. Trying to hire from the outside is more expensive than filling the role with a qualified person inside the company (Ingbretsen, p.2). A third advantage of in-house coaching is that many coaching duties can be handled as well from the inside as it can be handled from external coaching sources (Wasylyshyn, p.7). The author mentions that building employee skills; developing leadership ability; and providing conflict resolution would usually not require outside coaching intervention (p.7). One disadvantage of in-house coaching would be with conflicts of interest issues (Wasylyshn, p.7). This is something that could develop due to the coach not being able to maintain neutrality in either reality, or in the perception of other employees (p.8). In such cases, it may do more damage to the internal well-being of the company than any cost savings would be worth. A second disadvantage of in-house coaching is with the lack of specialized skills and talent that an external coach could provide (Strumpf, p.226). A proper evaluation should be given if the in-house coach has enough expertise to pass along superior skills in the area being developed; If not, then an external coach may be required. A third disadvantage of in-house coaching is with potential trust issues in avoiding office politics. External coaches would have little difficulty in staying free of the normal political environment and maintaining high levels of confidentiality. It becomes less certain for those already who are entrenched in the company (Wasylyshyn, p.8). Read More