Coaching And Mentoring In an Organization 2103-ORP-M-D4CMOR

1. Fundamentals of Coaching and Mentoring

Towards the ideal model
Introduction to the issues of coaching and mentoring
The history of coaching, its applications, and types
The coach – profession, role, mission; professional organizations for coaches and mentors
The role of coaching in supporting human adaptive abilities
2. General Framework of the Coach-Mentoring Process

List of benefits of coaching
Mentoring
A process model based on contracts
The manager or supervisor as a coach-mentor
Coach-mentoring: a competency-based model
3. Community Mentors and Life Coaching

What is life coaching?
Community mentoring
Helping people learn how to learn
What is a learning organization?
Transformational learning
Towards the model of a learning organization
Choosing the best learning method
Learning or development?
Managing one's own learning process
Principles of adult learning
4. Awareness of Individual Differences

Beliefs and values
Culture and diversity
Life philosophy
Influences of psychology
How to practically use awareness of individual differences
Personality tests used in the learning process
5. Feedback: Building Confidence and Success

Observing results
Potential obstacles to effective feedback
Feedback that builds confidence
Observing the team
Conducting feedback sessions
6. The Importance of Listening

Observation is not simple
The significance of observing body language
Awareness of personal space
Trust or lack thereof
Myths and biases
Active listening
7. How to Effectively Introduce Coaching and Mentoring into an Organization

What is high-level coaching and mentoring?
What is the focus of coaching and mentoring programs? What can they influence the most?
How to build a business case and gain support
What do we want to evaluate, and how can we measure it?
Implementing coaching and mentoring
Creating a project team
Effective processes
Evaluation/analysis of results and learning
Roles and responsibilities in coaching and mentoring
Who is responsible for coaching and mentoring in organizations?
8. Team Coaching

Introduction to team coaching
Why team coaching?
Understanding the concept of team coaching
Learning teams: connecting high-performing teams with those capable of self-analysis
The leader's role in team coaching
The role and relationships of the team coach-mentor
The purpose of team coaching
9. Coach-Mentoring within Systems and Cultural Influences

Work and life within systems
The organization as a cultural system
Coaching in the onboarding process for new positions
Introducing and reinforcing a coaching culture

Main fields of studies for MISMaP

psychology

Type of course

obligatory courses

Mode

Classroom

Prerequisites (description)

Assumptions and Scope of Topics: - Objectives, principles, and forms of coaching; the functions of coaching in an organization. - Objectives and principles of mentoring; the functions of mentoring in an organization. - Coaching tools and their application in a manager's work. - The use of coaching and mentoring in human resource management within an organization. - Career coaching and its potential applications in an organization.

Course coordinators

Daniel Wocial

Learning outcomes

K_W06: The individual, social, and ethical determinants of implementing employee development and support policies as an indispensable element of business operations, with particular emphasis on the impact of coaching and mentoring techniques and methodologies.

K_W01: The roles and classifications of models and techniques of coaching and mentoring within contemporary strategies for individual development and team efficiency.

K_W11: Principles for creating and implementing various elements and programs in coaching and mentoring and their significance for labor relations and industrial relations.

K_U02: Understanding the differences between coaching and mentoring and the principles of their application in the context of employee and team development, conflict resolution, motivation, and loyalty building.

K_U03: Identifying and describing the key benefits of coaching and mentoring as tools supporting human resource management processes.

K_K01: Incorporating the principle of prioritizing scientific knowledge in problem-solving, critically evaluating one's knowledge and the received content in the field of labor and industrial relations, and responsibly using expert knowledge.

K_K02: Thinking and acting entrepreneurially, including fulfilling social obligations, inspiring, initiating, and organizing activities for the social environment, particularly in the area of labor and industrial relations, and understanding the role of development programs based on coaching and mentoring within this area.

K_K03: Actively participating in the implementation work of project teams in the area of introducing coaching and mentoring programs within a company.

Assessment criteria

ndividual work during classes, participation - 10%
Group work (2-person teams) - 20%
Attendance - 10%
Workshop evaluation - 60%

Bibliography

1. Coaching and Mentoring: A Handbook for Coaches and Mentors
Eric Parsloe, Melville Leedham, Diane Newell, Wydawnictwo Naukowe PWN
2. Five Questions That Change Everything: Life Lessons at Work, John Scherer,
Wydawnictwo: Word Keepers

Additional information

Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system:

Description of 2103-ORP-M-D4CMOR in USOSweb