Many people feel that mentoring relationships should occur naturally, in situations where senior managers feel inclined to play the role. What are some advantages of setting up a formal mentoring program, rather than letting senior managers decide how and whom to help? Should managers feel obligated to be mentors?

Many people feel that mentoring relationships should occur naturally, in situations where senior managers feel inclined to play the role. What are some advantages of setting up a formal mentoring program, rather than letting senior managers decide how and whom to help? Should managers feel obligated to be mentors?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter15: Leadership

Section: Chapter Questions

Problem 8DQ

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1. Discuss how organisations can help employees plan their careers and include the benefits and risks to the company 2. Many people feel that mentoring relationships should occur naturally, in situations where senior managers feel inclined to play that role. With reference to the above, explain some advantages of setting up a formal mentoring program.
Mentoring, or the process of mentorship, is actually a growing and empowering bond that forms between a more experienced, not necessarily older, but certainly wiser mentor. and their protégés, mentees, or those in need of mentoring because they are inexperienced and unwise.
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Curtis has a strong long–term vision for his company and works to advance it through solid relationships with his employees. What kind of attitude toward mentoring would you expect Curtis to have? He would avoid mentoring because he is primarily a manager. He would be an enthusiastic mentor because he is primarily a manager. He would avoid mentoring because he is primarily a leader. He would be an enthusiastic mentor because he is primarily a leader.
Too Much of a Good Thing? Not long ago, Jessica Armstrong, vice president of administration for Delaware Valley Chemical Inc., a New Jersey–based multinational company, made a point of stopping by department head Darius Harris’s office and lavishly praising him for his volunteer work with an after-school program for disadvantaged children in a nearby urban neighborhood. Now she was about to summon him to her office so she could take him to task for his dedication to the same volunteer work. It was Carolyn Clark, Harris’s secretary, who’d alerted her to the problem. “Darius told the community center he’d take responsibility for a fund-raising mass mailing. And then he asked me to edit the letter he’d drafted, make all the copies, stuff the envelopes, and get it into the mail—most of this on my own time,” she reported, still obviously indignant. “When I told him, ‘I’m sorry, but that’s not my job,’ he looked me straight in the eye and asked when I’d like to schedule my upcoming…
Too Much of a Good Thing? Not long ago, Jessica Armstrong, vice president of administration for Delaware Valley Chemical Inc., a New Jersey–based multinational company, made a point of stopping by department head Darius Harris’s office and lavishly praising him for his volunteer work with an after-school program for disadvantaged children in a nearby urban neighborhood. Now she was about to summon him to her office so she could take him to task for his dedication to the same volunteer work. It was Carolyn Clark, Harris’s secretary, who’d alerted her to the problem. “Darius told the community center he’d take responsibility for a fund-raising mass mailing. And then he asked me to edit the letter he’d drafted, make all the copies, stuff the envelopes, and get it into the mail—most of this on my own time,” she reported, still obviously indignant. “When I told him, ‘I’m sorry, but that’s not my job,’ he looked me straight in the eye and asked when I’d like to schedule my upcoming…
Although people like using the terms mentoring and coaching interchangeably, they are different in actual fact. By stating three (3) similarities and three (3) differences, compare and contrast the two terms.
Case: Too Much of a Good Thing? Not long ago, Jessica Armstrong, vice president of administration for Delaware Valley Chemical Inc., a New Jersey–based multinational company, made a point of stopping by department head Darius Harris’s office and lavishly praising him for his volunteer work with an after-school program for disadvantaged children in a nearby urban neighborhood. Now she was about to summon him to her office so she could take him to task for his dedication to the same volunteer work. It was Carolyn Clark, Harris’s secretary, who’d alerted her to the problem. “Darius told the community center he’d take responsibility for a fund-raising mass mailing. And then he asked me to edit the letter he’d drafted, make all the copies, stuff the envelopes, and get it into the mail—most of this on my own time,” she reported, still obviously indignant. “When I told him, ‘I’m sorry, but that’s not my job,’ he looked me straight in the eye and asked when I’d like to schedule my upcoming…
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