1.0 Introduction
Organizational development can be defined as any situation in which two or more persons are involved in a common pursuit or objectives. (McLean, 2009) It is a process that applies a broad range of behavioral science knowledge and practices to help organizations build their capacity to change and to achieve greater effectiveness, including increased financial performance, customer satisfaction, and organization member engagement.(Republic, 2012). Organizational development also can be defined as a systematic process of unleashing human expertise which must be supported by the top management. Organizational development is very important subject matter to the organization. It is a strategy to enhances the effectiveness and of
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The most popular theory is the change process theory by Kurt Lewin. Lewin believed that the key to resolving social conflict was to facilitate planned change through learning, and so enable individuals to understand and restructure their perceptions of the world around them.(Sarayreh, Khudair, & Barakat, 2013). Lewin also says that change can be deriving from two forces, which are internal driven and environment driven. Both of these can affect the process of changes. Lewin believed a successful change project involved three steps:(Sarayreh et al., 2013). First step is unfreezing, the process where getting people to accept the change, second step is moving, the process of people to accept the new things and the third step is refreezing, making the new practices and behavior become permanent. Lewin saw successful change as a group activity, because unless group norms and routines are also transformed, changes to individuals will not be sustained. (Sarayreh et al., …show more content…
(Ehrich & Hansford, 1999). If the mentee is one of the new employee, it is not possible for the HR managers to know and understand his/her personality. This might cause the unrealistic expectation from their mentor. Thus, it will affect the performance of the mentee because of the unrealistic expectation and goal.
To the mentor, according to (Ehrich & Hansford, 1999), there are many potential concerns, for example, do they have the capacities required? Are they to be rewarder? How will they be selected? Other than these simple issues, those who are qualified and standout in the organization are already burdened by other job or task. It must be considered, what if they been selected to be a mentor, can he/she perform well? Is he/she able to engaged and commit to the new task given?
To the organization, the first main concern is about budget. It is unknown whether the cost to do the program can be cover by the anticipated outcomes (Ehrich & Hansford, 1999). Other than budget issues, it is also a main concern of the HR managers, commitment from both parties. The mentoring program cannot be done if either one of the parties do not commit. It is a waste of time and budget.
4.0
Mentoring involves the trainee being paired with more experienced employee. This is a good way to train employees as they are able to carry out the tasks that they would be performing if they were really doing the job. The mentor is there to assist the employee if they have any problems. William Hill can implement this type of training as a means for the employ that feel less confident within the workplace to gain a higher self esteem level. Having someone they feel comfortable with would make them work better and they can adapt interactive skills with that person, enabling them to use it on others.
An advantage of mentoring is that it helps to acclimatise less successful workers to the job and organisational requirements. By having a "go to" person to ask questions, discuss scenarios and generally learn the nuances of the company, the mentee can become a productive member much more quickly and never feel that he has nowhere to turn for help. The mentee can gain the sense of achievement that comes from the mentor's feedback and assessment of his progress. The mentee's quest to gain the mentor's approval can serve as a motivating force to continue to improve his performance. The mentor can gain satisfaction from knowing that she is helping an individual and can take a measure of pride in her accomplishments. For a mentor that has already achieved a great deal of success, she can look at the process as a way of "giving back”.
"Mentoring is a special quality, skill set and attitude," she says. "The benefits are not only between the mentor and mentee, but the future generations."
Mentors are influential, senior organizational members with advanced experience and knowledge committed to providing perception to a mentee’s career development. A mentor supports a mentee’s views of self within a work role as well as it supports the mentor’s sense of self for the valuable wisdom and experience they have to share.
When the mentee understands that the mentoring process is not a long term process but one that will enable and empower them to be independent in the
Share information, experiences and give and receive advices and guidance.it is to create a positive influence on staffs professional work resulting from the relationship.
Mentoring is relationship orientated – it provides a safe environment where the mentore shares any issues which can affect their mentors professional and personal success. Mentoring also focuses on work/life balance, self confidence and self perception.
Elmore begins this adventure into mentoring providing us two definitions. The first, later attributed to Dawson Trotman of The Navigators, is strategically investing in the lives of a few people now who will be able to benefit greater numbers in the future (Elmore, 2012, Kindle Locations 137, 349). The second definition he shares gives the process a personal feel, “a relational experience through which one person empowers another by sharing their wisdom and resources” (Elmore, 2012, Kindle Location 144). The succinctness and complexity of these definitions encapsulate the framework to which Elmore returns throughout. The key elements revealed here are relationship, investment, process, focus, empowerment, and multiplication. These elements
Mentoring is a skilled mindfulness and reinforcing instrument. It is a capable strategy for peopling to progress in their occupations and is getting the opportunity to be growing predominant as its potential is made sense of it. It is a relationship between two people (mentor and mentee) ordinarily working in a near field or having similar experiences. It is a helpful relationship based upon shared trust and respect.
Mentorship is very important in the workplace especially in the area of training and development. The mentor-protégé relationship is a much needed relationship that begins in the early career stage and this relationship involves the current or new employees and the supervisor or other colleagues that provide work-related guidance. The relationship itself is comprehensive and involves “educational, occupational, physical, social, and spiritual development” (Greenhaus,, Callanan, & Godshalk, 2010, p 211). One of the initial task of the early career the establishment of the career field which involves the gaining of the workplace competence, learn what is needed to excel in the organization, and to gain acceptance in the workplace to be recognized as the valued employee. There are many ways of achieving the above mentioned advantages in the workplace which one main method is through the use of the mentorship program.
Learning mentors tend to work on a one to one level or in small numbered groups, a learning mentor must be a good listener, be able to encourage and motivate and act as a role model and encourage the build up of a mutually respectful relationship (Hayward, 2001).
With the development of the more organic and less formal organisational structures the role of mentors has shifted with these changes. Unlike previously where mentors where seen as formal trainers who taught newcomers the processes and got them acquainted with the cultures and the systems within the organisation. Which required good interpersonal skills and a good knowledge of the activity or tasks the mentee would have to undertake, and be able to effectively relay or demonstrate the tasks or activities to the mentee. As opposed to more recently where a mentor would have to be more of an emotional counselor and demonstrate more skills than were traditionally required from
The understanding I now have of Organization Development came at a point in which I was personally experiencing it myself. As someone who has undergone a reduction in work force, this course helped me better understand why transitions happen in a company that is going through an economical or global change. As someone who has worked for over 30 years, I experienced this for the first time ever in my life. I did not quite know the gest of what it all meant because I did not have an understanding regarding
Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.
Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).