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|b .T83 2007eb
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|a 658.312404
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| 049 |
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|a UAMI
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1 |
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|a Tucker, Kate.
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|a Establishing a Mentoring and Coaching Programme.
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| 260 |
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|b Knowres Publishing,
|c 2007.
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| 300 |
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|a 1 online resource
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| 336 |
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|a text
|b txt
|2 rdacontent
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| 337 |
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|a computer
|b c
|2 rdamedia
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| 338 |
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|a online resource
|b cr
|2 rdacarrier
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0 |
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|a Print version record.
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|a Includes bibliographical references.
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|a Cover; Copyright; ABOUT THE AUTHOR; TABLE OF CONTENTS; Introduction; Why mentoring and coaching?; Mentoring and coaching: What are we talking about?; A social constructionist, co-creation process focused onemployee engagement; Chapter one: The basics; Identifying the stakeholders; Using the Goose Egg Framework to identify stakeholdersand key influencers; Identifying a lead or sponsor; Identifying the champions; Why should we establish mentoring or coaching in ourorganisation?; Culture; Why is it so critical to identify the organisational culture?; Engagement; Engagement: Three critical steps.
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|a Chapter summaryExercise one: The basics; Chapter two: Design and co-creation; The importance of positive talk; Discussion and dialogue; Using the Goose Egg Framework to identify key designelements; Strategic focus; The ABC model: The Hedgehog Concept of a mentorship orcoaching programme; Using the ABC hedgehog and the Five Premises: Translatingtheory into practice; Chapter summary; Exercise two; Exercise A: Possibility conversations; Exercise B: The architecture; Chapter three: Nuts and bolts; The agreement; Pairing; Training and briefing mentors and coaches.
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|a The mentoring and coaching umbrellaExpectations; Identified problem areas; Chapter summary; Exercise three: Feedback; In conclusion; List of works consulted; Other resources; Appendix: Sample of a generic mentorship agreement; LIST OF FIGURES; Figure 1: The Goose Egg Framework; Figure 2: Rationale; Figure 3: The basics; Figure 4: The ABC Hedgehog; Figure 5: Strategic focal area in the ABC Hedgehog; Figure 6: Quick review -- putting it all together; Figure 7: Components of the architecture; LIST OF CHECKPOINTS; Checkpoint one: Stakeholders; Checkpoint two: Stakeholders (augmented).
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|a Checkpoint three: Rationale -- a few reasons for developing amentoring or coaching programmeCheckpoint four: The basics; Checkpoint five: Discussion and dialogue; Checkpoint six: Design questions; Checkpoint seven: What if? conversations; Checkpoint eight: Process problems and possible solutions.
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| 590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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| 650 |
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0 |
|a Mentoring in business.
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| 650 |
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|a Employees
|x Coaching of.
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| 650 |
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6 |
|a Mentorat dans les affaires.
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| 650 |
|
7 |
|a Employees
|x Coaching of
|2 fast
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| 650 |
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7 |
|a Mentoring in business
|2 fast
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| 758 |
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|i has work:
|a Establishing a mentoring and coaching programme (Text)
|1 https://id.oclc.org/worldcat/entity/E39PCH6Yc389yV3m3bvt6cfDYK
|4 https://id.oclc.org/worldcat/ontology/hasWork
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| 776 |
0 |
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|i Print version:
|z 9781299190542
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| 856 |
4 |
0 |
|u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=3544771
|z Texto completo
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| 938 |
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|a EBL - Ebook Library
|b EBLB
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|a ProQuest MyiLibrary Digital eBook Collection
|b IDEB
|n cis24807530
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|a YBP Library Services
|b YANK
|n 12549689
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