Mentoring Benefits for Organizations

This assignment examines the benefits of mentoring programs from both organizational and individual perspectives. It highlights how mentoring can contribute to employee development, leadership skills enhancement, and the creation of a favorable organizational culture. The text emphasizes the reciprocal advantages of mentoring, showcasing its value for both mentors and the company as a whole.

Subject Title: DIPLMIP15 Inspire People
Assessment 1 – Knowledge Questions
Date:
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Assessment 1 - Questions
1. List in order the five stages in the development of a team
There are five stages of the team which have been discussed below.
Forming: In this stage, leaders play a dominant and significant role in order to attain the goals and objectives
of the firm. The team members are polite and positive under this stage.
Storming: It is the second stage of the team which plays a vital role in the organization. In this stage, team
moves into the storming stage, where they start to push the employees against the boundaries and limitations
which are established in the forming stage.
Norming: It is the third stage of the team. It is the stage where people start to resolve their key issues,
differences, challenges and threats of the organization.
Performing: Under this stage, team starts to do hard work without friction and disputes in order to accomplish
the goals and objectives of the firm.
Adjourning: It is the final stage of the team. Under this stage, leaders maintain close relationship with
employees in order to improve the productivity and efficiency of the employees. All these stages play an
integral role in order to determine the growth and success of the organisation (Kauffeld and Lehmann-
Willenbrock, 2012).
2. Describe two things that typically occur in the forming stage.
The two things that typically occur in the forming stage that have been discussed below.
 Under this stage, leaders are polite and positive therefore employees misuse their politeness. It is the
major disadvantage of the forming stage.
 The employers do not maintain control over the employees. Thus, the employees do not want to do
work extra hours and they start to avoid the work at the workplace.
3. What are two advantages of teamwork?
Teamwork is essential to improve and enhance the performance and effectiveness of the employees. The two
advantages of the teamwork have been discussed below.
 Teamwork is essential to build and develop trust and coordination among the employees.
 It also helps to resolve conflicts and disputes of the employees. Further, it improves the skills and
competencies of the employees. Further, it also helps to determine the growth and success of the
organization. The managers are able to maintain reciprocal and cordial relationship with employees by
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using teamwork within the organization.
4. Outline strategies that will support a team in achieving goals.
Various strategies must be used by the company in order to attain the goals and objectives of the organization.
The company should establish a support system to take the feedback of the employees related to their
performance and efficiency. Along with this, the company should make reward strategies to motivate the
employees for doing work effectively and efficiently. In addition, leadership styles must be used by the
company to motivate and encourage the employees for accomplishing the long term goals and objectives of the
firm. Further, the organization must create discipline within the organization to enhance the effectiveness of the
workers. In this way, the organization can meet its long term targets and goals with maintaining sustainability
in the organization.
5. Identify and explain 3 barriers that will hinder team performance.
The three barriers that will hinder team performance include poor communication, unclear goals and ego of the
workers. Poor communication is a barrier which affects the team performance in the organization. Sometimes,
the employees do not communicate properly thus it affects the performance and effectiveness. Along with this,
the leaders do not clear the goals and objectives of the firm with employees. It is the second barrier which will
hinder team performance within the organization. Lack of involvement and ego are other barriers which affect
the team performance and productivity in the organization. It is the third stage which affects the trading
activities and operations of the firm. The company needs to evaluate and identify these barriers to increase the
revenue and profit. In addition, it also helps to make a good position in the global market (Katzenbach and
Smith, 2015).
6. What are the five characteristics used to measure an effective team?
The five characteristics which are used by the company to measure the effectiveness of the team that has been
discussed below.
Common purpose and goals: The common purpose and goals are the main features to measure an effective
team. The organization needs to set the common goals and objectives to increase the revenue and profit.
Team member performance: It is the significant characteristic which is used by the organization to evaluate
an effective team. The growth and success of the company depends on the team performance thus the
organization must focus on the team member performance and effectiveness (Sung and Choi, 2012).
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Team cohesion: The team cohesion plays a significant role in order to gain long term benefits within the
organization. The team cohesion is the extent to which the employees within the organization are attracted and
involved to the ideas which are held by the team.
Corporate work practices: The corporate work practices are used by the organization to measure the
effectiveness and performance of the team.
Stakeholder satisfaction: The organization must provide satisfaction to the stakeholders to increase the
profitability of the organization. The firm should protect the rights and interest of the stakeholders
(Schaubroeck, Lam and Peng, 2011).
7. What does the acronym SMART stand for?
SMART goals stands for:
Specific: The specific targets and goals must be set by the organization.
Measurable: After setting the targets and goals, the company needs to measure the progress and success of the
firm.
Assignable: The work should assign to the right and potential employees in the organization.
Realistic: The results must be achieved by the company in realistic with optimizing the available resources.
Time related: The firm must specify that when results and outcomes can be attained (Day and Tosey, 2011).
8. When determining job roles and responsibilities of team members, what are the four main steps involved?
The four steps which are involved in the job roles and responsibilities have been discussed below.
 First the organization needs to identify and evaluate the tasks and duties which need to accomplish the
goals and objectives.
 Along with this, the company needs to identify and measure the skills and knowledge of the each team
members. In this way, the company can determine the mission and vision of the firm.
 In addition, the company should focus on the time period to accomplish the assign task and duties.
 In the final stage, the firm needs to analyse and evaluate the expectations and needs of the team
members within the organization (Parker, 2011).
9. Describe the difference between job roles and team roles.
A job role is a detail description and explanation of what a person does. It is related with individual person
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while team role is related to the group. The scope of job role is narrow while the scope of team role is wider. In
job roles, roles and responsibility are assigned to the individual person while in team roles, roles and
responsibilities are assigned to the team members. The job roles affect the individual performance and
efficiency while team roles affect the team performance and effectiveness. In this way, team roles and job roles
play a vital in the organization in order to accomplish the goals and objectives (Miron-Spektor, Erez and
Naveh, 2011).
10. Communication is a one way process. True or False?
It is false that communication is a one way
communication process. It is the two way
communication process.
11. Which form of communication is the highest in
“channel richness”?
The formal and informal communication channel is the
highest in channel richness.
12. Describe how networking with internal and external people could help you build positive relationships to
achieve organisational and professional goals.
The internal and external people could help to build and develop positive relationships in order to attain the
organisational and professional goals of the firm. The internal people include managers, employees,
supervisors, and top management while external people include suppliers, customers, creditors, debtors and
financial institution. They develop and build a network to determine the success and growth of the organisation.
The networking creates more opportunities for teamwork and collaboration within the organisation. The
external as well as internal people can share their ideas and thoughts in the organisation by using networking
channels. They use effective and dynamic networking channels to fulfil the needs, requirements and
expectations of the customers. Networking also helps to maintain contact with other professionals in the
organisation. It reduces the various issues and key challenges of the firm.
13. Suggest networks or links that as the new Manager you may be able to connect with in order to build
relationships
The new manager can use various networks to connect with other people in order to build and develop effective
relationships. There are various networks used by the new manager to develop a dynamic relationship in the
organisation. The networks include operational networks, personal networks and strategic networks. These
networks help to maintain good relations in the company. Under operational networks, a new manager can
directly report to the directors. In addition, new manager can also use strategic networks and personal networks
in order to build effective and unique relationship with internal people as well as external people. These
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networks also build and increase the confidence of the workers.
14. The sender _Encodes_ the idea by selecting symbols with which to compose a message. The
message is sent via the appropriate _channel_, which is the communication carrier. The receiver
__decodes__ the symbols to interpret the meaning of the message.
a. Encodes, channel, decodes
b. Channel, decodes, encodes
c. Decodes, encodes, channel
Answer: a. Encodes, channel, decodes
15. Any factors that lead to a breakdown in the communication process are known as:
a. misinterpretation
b. decoding
c. noise
d. all of these choices
Answer : c. Noise
16. In Australia the raising of an eyebrow in response to a colleague's suggestion would be an
example of nonverbal_ communication.
a. Nonverbal
b. Written
c. Verbal
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d. This is not communication
e.
17. Each of the following is a characteristic of an effective listener, EXCEPT:
a. listens only to the facts
b. shows interest in the message
c. listens for central themes in the message
d. asking questions and paraphrasing
Answer : b. Shows interest in the message
18. An informal, person-to-person communication network of employees that is not officially
sanctioned by the organisation is known as the:
a. horizontal can indication channel
b. face-to-face channel
c. grapevine
d. vertical communication channel
Answer: c. Grapevine
19. The word 'discrimination' may mean one thing to one person and something different to another
person. This is an example of what kind of communication barrier?
a. semantics
b. selection of inappropriate channel or media
c. status or power differences
d. inconsistent cues
Answer : C. Status or power differences
20. State two benefits of a mentoring program from the perspective of the Mentor
The mentoring program provides various benefits to the mentor as well as company. The two benefits of
mentoring from the mentor perspective that have been discussed below (Ensher and Murphy, 2011).
 It helps to express ideas, approaches and fresh perspectives. It also helps to develop and build leadership
and coaching styles within the organisation.
 It also helps to maintain professional records in the organisation. The mentor is recognised as a leader
and expert. Along with this mentoring also provides knowledge and suggestions to other people.
Along with this, mentoring helps to develop a favourable culture in the organisation. Further, it develops
managerial and leadership skills in the managers. Now it is assumed that mentoring provides various benefits to
the mentor in the organisation (Ensher and Murphy, 2011). In addition, mentoring provides career advice and
suggestions as well as personal and professional enrichment within the organisation. In this way, mentoring
programs are important from the perspective of the company as well as mentor.
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References
Day, T. and Tosey, P., 2011. Beyond SMART? A new framework for goal setting. Curriculum Journal, 22(4),
pp.515-534.
Ensher, E.A. and Murphy, S.E., 2011. Power mentoring: How successful mentors and protégés get the most out
of their relationships. John Wiley & Sons.
Katzenbach, J.R. and Smith, D.K., 2015. The wisdom of teams: Creating the high-performance organization.
Harvard Business Review Press.
Kauffeld, S. and Lehmann-Willenbrock, N., 2012. Meetings matter: Effects of team meetings on team and
organizational success. Small Group Research, 43(2), pp.130-158.
Miron-Spektor, E., Erez, M. and Naveh, E., 2011. The effect of conformist and attentive-to-detail members on
team innovation: Reconciling the innovation paradox. Academy of Management Journal, 54(4), pp.740-760.
Parker, G.M., 2011. Team players and teamwork: New strategies for developing successful collaboration. John
Wiley & Sons.
Schaubroeck, J., Lam, S.S. and Peng, A.C., 2011. Cognition-based and affect-based trust as mediators of leader
behavior influences on team performance. Journal of Applied Psychology, 96(4), p.863.
Sung, S.Y. and Choi, J.N., 2012. Effects of team knowledge management on the creativity and financial
performance of organizational teams. Organizational Behavior and Human Decision Processes, 118(1), pp.4-
13.
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