By Margo Murray
Many managers think that powerful mentoring is commonly the fortunate results of own chemistry among humans. yet during this publication, writer Margo Murray lays that delusion to leisure. Her consultant supplies all of the specialist suggestion, instruments, and case reviews you will have to harness the facility of mentoring. construction at the sturdy rules defined within the first publication, this revised version provides examples of mentoring from contemporary courses and the author's consumer adventure. additionally it is foreign examples. It finds how mentoring can maximize worker productiveness and gives details on how one can investigate organizational wishes and hyperlink them to the mentoring method. comprises all of the info had to overview the effectiveness of a mentoring application.
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Additional info for Beyond the Myths and Magic of Mentoring: How to Facilitate an Effective Mentoring Process, Revised Edition
Part Two of this book gives additional insight into the factors that influence the choice of title for mentors and protégés in organizations. This brief discussion has given a historical overview of mentoring and working definitions of the mentor and protégé roles. Chapter Two takes a closer look at the reasons for the increasing interest in facilitated mentoring in public and private organizations. Murray 2/5/01 11:35 AM Page 17 Chapter Two Mentoring at Work in Organizations A list of those who publicly acknowledge the value of their mentoring relationships resembles a Who’s Who of the professions, business, sports, arts, and social activism.
1). Power Utility “Once Chuck [Ackerman] was added to the [first line supervisor succession] plan, he was offered the opportunity to participate in the pilot of the FENOC [First Energy Nuclear Operating Company]-facilitated mentoring process. He took this opportunity and was paired with Scott Coakley, work control manager. Together, they constructed a developmental plan to help Chuck focus on improving his performance in the ten competencies necessary to be a first-line supervisor” (D. Laberdee, e-mail to author, Feb.
Many people proclaim the positive influence of mentors on their lives—particularly people in business, and increasingly those in nonprofit organizations. An international management consulting firm, Heidrick and Struggles, surveyed 1,250 prominent men and women executives in the late 1970s (Roche, 1979) to determine the factors contributing to their success. Nearly two-thirds of those surveyed reported having had a mentor or sponsor. The positive results were measurable, and they had less tangible indicators as well.