Coaching in Business Management

This document discusses the research and analysis of different definitions of coaching, the difference between coaching and mentoring, and the evaluation and reporting methods for coaching programs in business management. It also provides recommendations to improve coaching in a telecommunication company.

Running head: MANAGEMENT
Business management
Name of the student
Name of the university
Author Note:

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Table of Contents
Part A...............................................................................................................................................6
Formative Activity 1........................................................................................................................6
Research and Analysis of 3 different definitions of Coaching....................................................6
Difference between Coaching and Mentoring.............................................................................6
Formative Activity 2........................................................................................................................7
Case Study.......................................................................................................................................7
Main Issue with the case Study...................................................................................................7
Handling the Issue.......................................................................................................................7
Activity to be undertaken in case of the CEO not changing the expectations.............................7
Obtaining support........................................................................................................................7
Formative Activity 3........................................................................................................................7
Process or procedures..................................................................................................................7
Formative Activity 4........................................................................................................................8
Listing and Description of different kinds of two basic coaching techniques.............................8
Identification of the different kinds of procedures and processes needed to support the
Technique....................................................................................................................................8
Formative Activity 5........................................................................................................................9
Identification Process...................................................................................................................9
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Recommendations to improve coaching in Telecommunication Company..............................10
Formative Activity 6......................................................................................................................10
Outline of two storage methods for coaching data or information............................................10
Risks Associated........................................................................................................................10
Formative Activity 7......................................................................................................................11
Description of two methods of reporting on coaching programs..............................................11
Figure 1: TELSTRA Coaching Evaluation Framework............................................................11
Identification of the key factor for all reporting methods..........................................................11
Description of two methods of evaluating the success of the coaching programs....................12
References......................................................................................................................................13
Part B.............................................................................................................................................14
Question 1......................................................................................................................................14
Answer to Question 1................................................................................................................14
Question 2......................................................................................................................................14
Answer to Question 2................................................................................................................14
Question 3......................................................................................................................................15
Answer to Question 3................................................................................................................15
Question 4......................................................................................................................................15
Answer to Question 4................................................................................................................15
Question 5......................................................................................................................................16
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Answer to Question 5................................................................................................................16
Question 6......................................................................................................................................17
Answer to Question 6................................................................................................................17
Question 7......................................................................................................................................18
Answer to Question 7................................................................................................................18
Question 8......................................................................................................................................18
Answer to Question 8................................................................................................................18
Question 9......................................................................................................................................18
Answer to Question 9................................................................................................................18
Question 10....................................................................................................................................19
Answer to Question 10..............................................................................................................19
References......................................................................................................................................20
Part C.............................................................................................................................................21
Activity 1.......................................................................................................................................21
Documented Coaching Strategy for TELSTRA........................................................................21
List of Supported Material and data sources.............................................................................21
Completed Matching Coach to trainee tool...............................................................................21
Developed recruitment process for coaches and trainees..........................................................21
Example of Induction and training tools and resources.............................................................22
Examples of Strategy Promotion...............................................................................................22
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Example of Documented coaches support procedure and process............................................22
Mission Statement for the program...........................................................................................22
Evidence of facilities physical Location....................................................................................22
Evidence of Method or mode of interaction..............................................................................22
Documented roles and responsibilities and Compliance analysis.............................................22
Timeline.....................................................................................................................................23
Checklist....................................................................................................................................24
Activity 2.......................................................................................................................................25
Documented Evidence...............................................................................................................25
Tools Developed for matching participants...............................................................................25
Complete Coaching Activities...................................................................................................25
Monitoring the Coaching activities and evaluation of data.......................................................25
Review of results.......................................................................................................................25
Report outlining the outcomes and future improvements to the strategy..................................25
Rewards.....................................................................................................................................26
Professional Development activities to coaches........................................................................26
Bibliography..................................................................................................................................27
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Part A
Formative Activity 1
Research and Analysis of 3 different definitions of Coaching
There are no such single definitions that can describe coaching in detail. The chartered
Institute of Personnel and Development describes coaching as a non-directive form of
development which basically concentrates on the improvement of the performance of the work
done by someone and also helps him to improve his skills related to the profession in which the
coaching is undertaken. According to Laura Whitworth, Coaching is defined as the method that
helps others to improve, develop, learn new skills and find personal success to achieve the aims
and manage the changes and challenges to be faced in a life. Another definition of coaching by
Robert Hangrove describes coaching as the one which involves the expansion of people’s
capacity to take effective action.
Difference between Coaching and Mentoring
As said earlier, the term coaching and mentoring are often referred to be the same ones
although both of them differ from each other totally. Mentoring is most often defined as a kind of
professional relationship where an experienced person helps another person in the development
of a set of particular knowledge and skills that are related to their profession whereas coaching
refers to implement new skills, help in the development of such skills to find personal success.
As said by, Vemireddy et al. (2017) Coaching is too much task oriented and focuses on concrete
users whereas mentoring is relationship oriented as it provides a safe environment where the
mentoree shares all kind of problems and issues faced by him to make sure that the mentor is
able to help him eradicate all the problems.
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Formative Activity 2
Case Study
Main Issue with the case Study
The main issue within this particular case study is the stubborn attitude of the CEO of the
retail company. The idea of not considering any other alternatives or not listening to the ideas of
the other people can lead to future problems for the business organization.
Handling the Issue
The issue can be handled by a strategic thinking and staying cool and calm. In this
particular case it will be better to respect the decision of the CEO and make some
recommendations within the proposal tabled by the CEO.
Activity to be undertaken in case of the CEO not changing the expectations
The stubborn attitude of the CEO may force him to not change his decision and he might
not accept the recommendations. In such a case it will be better to accept the decision of the
CEO and train the employees according to his expectations.
Obtaining support
The strategy of the CEO can be changed by analyzing it and showing the future outcomes
to the CEO. The coaching strategy can be initialized by making the CEO and others understand
the need for the implementation of such strategy and also ensuring that integration of such a
strategy can help the business organization to gain a competitive edge in the market.
Formative Activity 3
Process or procedures
The code of ethics followed in the business coaching is as follows;
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1. Working with the clients of the business- Working with the clients by adhering to all the
rules and regulations of the business code of ethics
2. Professional conduct- Acting professionally which includes professional decision
making
3. Excellent practice- Practicing proper techniques
Formative Activity 4
Listing and Description of different kinds of two basic coaching techniques
Two of the most important coaching techniques are as follows;
a. Being fully present and focused
b. Using the power of writing
Identification of the different kinds of procedures and processes needed to support the
Technique
a. Being fully present and focused- The coaching personnel or the coach must ensure that
once they start with the coaching process, they stay fully calm and concentrated towards
the program. They must avoid any kind of distractions (Baghurst 2017). Such kind of
activity ensures that the coach is genuinely interested and cares for the people who work
under his coaching.
b. Using the power of writing- The writing down of the plans and the goals of the coaching
course makes the coaching program a reality for the individuals. This must be especially
done when the coaching program is shared in between a large number of individuals. The
process of writing enhances the power of observation for the client. According to, Lancer
Clutterbuck and Megginson (2016) the writing technique is also beneficial for the client
as it help-s them to focus on the change and the development process. Another important
achievement of the following process is that it helps the individual to reduce or eradicate
the stress level and achieve the goals set out by the coaching process regularly. Writing
can thus be said to be an effective technique that helps in the achievement of sustainable
results in coaching.
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Formative Activity 5
Identification Process
The coaching strategy timeline for TELSTRA has been provided below;
Task Name Duration Start Finish
Project TELSTRA Coaching Strategy 155 days Wed
2/13/19
Tue
9/17/19
Selection of the Coaching Strategy by
TELSTRA
5 days Wed
2/13/19
Tue
2/19/19
Meeting with the stakeholders of
TELSTRA
2 days Wed
2/20/19
Thu
2/21/19
Conducting a market analysis to
determine whether the strategy fits or
not
10 days Fri
2/22/19
Thu
3/7/19
Advertisement to recruit coaching
expert and also providing the required
criterion for the selection
1 day Fri 3/8/19 Fri 3/8/19
Interviewing the experts 15 days Mon
3/11/19
Fri
3/29/19
Selection of the best expert 5 days Mon
4/1/19
Fri 4/5/19
Establishment of the coaching
Agreement by TELSTRA
2 days Mon
4/8/19
Tue 4/9/19
Collection of the assessment data and
feedback
60 days Wed
4/10/19
Tue 7/2/19
Implement measurable action plan 20 days Wed
7/3/19
Tue
7/30/19
Provide progressive review and
feedback
15 days Wed
7/31/19
Tue
8/20/19
Deliver post coaching follow up 20 days Wed Tue
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8/21/19 9/17/19
As seen in the above table, the training program for TELSTRA employees will undertake
more or less 5 months starting from the selection of the training strategy and ending with the
assessment of the program by the management of the telecommunications company.
Recommendations to improve coaching in Telecommunication Company
Some of the important recommendations for the coaching strategy are as follows;
a. Improvement in the use of the latest technologies can be cited as a good technique for
TELSTRA. Use of the latest technologies like training the employees on 5G technology
will help make the employees aware and capable to handle the technology once it is
allowed for commercial use
b. The selection of the most able experts are essential for the business as because it helps the
organization to coach the employees in the best possible manner that is possible
Formative Activity 6
Outline of two storage methods for coaching data or information
It is the sole responsibility of the coaches to maintain, manage and store the data and
information regarding coaching in an efficient manner. They must adopt a systematic and
detailed method of record keeping. This can be done by means of;
a. Storing data with the help of General data protection regulation
b. Storing data in computers
Risks Associated
The data stored under the coaching program of TELSTRA can be hacked as because most
of the data is encrypted in the network servers of the company. Therefore this is the major risk in
the particular case and must be regulated accordingly.
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Formative Activity 7
Description of two methods of reporting on coaching programs
Two major methods of coaching reporting or evaluation are as follows;
 Surveys- Surveys can be one of the most important methods in the case of the evaluation
of the behavioral change. The surveys are completed to gain a simple and non resource
intensive method that is needed to collect the different kinds of reaction to coaching
(Baghurst 2017). The survey questionnaires are kept short to collect better responses.
 Coaching evaluation framework- Provisional frameworks can be created by the
management of TELSTRA to ensure an in depth evaluation of the organization according
to the strategy of the coaching. The TELSTRA coaching strategy has been shared below;
Figure 1: TELSTRA Coaching Evaluation Framework
Source: (Lancer Clutterbuck and Megginson 2016)
Identification of the key factor for all reporting methods
1. Surveys- The survey method helps the organization to gain a clear insight of the thinking
of the employees regarding the coaching process. The idea of the employees is treated as
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the ground report and helps the management to make the required changes to the
coaching program.
2. TELSTRA Coaching Evaluation Framework- The evaluation framework of the
company on the other hand provides the report prepared by the management of the
organization based on the coaching strategy prepared by them and evaluates whether the
coach has been following the strategy or not and also evaluates the results of the strategy.
Description of two methods of evaluating the success of the coaching programs
Two methods that are considered to be the criterion for measuring the success rate of the
business are as follows;
a. Perceptions of the people- The perceptions of the workers of TELSTRA are a major
decider for evaluating the success of the coaching program. It is important for the
workers of TELSTRA to determine whether the coaching program is making the
employees satisfied or not. The organization will take actions based on the perceptions of
the employees.
b. Engagement of the stakeholders- Conduction of review sessions at the beginning and
end can help can help to gain a clear understanding of the coaching program in
TELSTRA and thus can be helpful for the organization.
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References
Baghurst, T.M., 2017. Case studies in coaching: Dilemmas and ethics in competitive school
sports. Routledge.
Claassen, A. and Wartena, F., Koninklijke Philips NV, 2016. Group coaching system and
method. U.S. Patent 9,514,284.
Cochrane, H. and Newton, T., 2017. Supervision and Coaching: Growth and Learning in
Professional Practice. Routledge.
Cullingford, C., 2016. Mentoring in education: An international perspective. Routledge.
Hobson, A., Maxwell, B., Stevens, A., Doyle, K. and Malderez, A., 2015. Mentoring and
coaching for teachers in the further education and skills sector in England.
Hobson, A.J., Castanheira, P., Doyle, K., Csigás, Z. and Clutterbuck, D., 2016. The mentoring
across professions (MaP) project. What can teacher mentoring learn from international good
practice in employee mentoring and coaching. Education research center, university of brighton
european mentoring and coaching council.
Lancer, N., Clutterbuck, D. and Megginson, D., 2016. Techniques for coaching and mentoring.
Routledge.
Parsloe, E. and Leedham, M., 2016. Coaching and Mentoring: Practical techniques for
developing learning and performance. Kogan Page Publishers.
Robertson, J., 2016. Coaching leadership: Building educational leadership capacity through
partnership. New Zealand Council for Educational Research. PO Box 3237, Wellington 6140
New Zealand.
Van Nieuwerburgh, C., 2018. Coaching in education: Getting better results for students,
educators, and parents. Routledge.
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Vemireddy, M., Sinclair, G., Moore, S., Sobocinski, S., Bye, J. and Wikander, S., Activehealth
Management Inc, 2017. System and method for delivering digital coaching content. U.S. Patent
Application 15/395,198.
Part B
Question 1
Explain the ways that one can assist in identification of the coaching opportunities and how
can one promote and highlight ones that are occurring and the ones that could occur to
meet unmet needs, in the company context.
Answer to Question 1
As the case study suggests that the company has been facing some issues regarding the
present set of managers imparting coaching, the opportunity can be used to identify the coaching
opportunities for the business accordingly. The new coach can help in the identification process
by means of;
a. Identifying employee performance activities
b. Improvement of the current policies of employee retention
c. Improvement of the current skills of the employees
The promotion of the current cases that have been happening in the organization can be done
in the meetings in front of the stakeholders of the business (Joseph 2016). Apart from this, the
one in one meeting with the MD can also be targeted to highlight the current and the future
scenario of the coaching programs that are currently being undertaken in the business enterprise.
Question 2
What processes need to be considered to monitor and support the implementation to
ensure the success of the coaching strategy?
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Answer to Question 2
Some of the main steps are as follows;
a. Building a proper and effective relationship of trust among the coach and the
employees who are being coached
b. Opening up in the meeting between the coach and the people being coached by him in
the organization
Question 3
Describe what information should be contained in a coaching strategy.
Answer to Question 3
A set of information can be contained collectively in the coaching strategy. Some of them
are the detailed knowledge of the employees, objectives and goals of the coaching strategy, how
to implement the strategy, ways to build the mutual trust between the coach and the employees
who are being coached and a feedback process.
Question 4
Outline the Principles of Coaching Program Design.
Answer to Question 4
The principles of coaching program are as follows;
a. Coaching Spirit
b. Relationship and Trust
c. Accountability
d. Vision and Mission
e. Feedbacks
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Question 5
Explain why the resource requirements of coaching vary depending on the use of the
model.
Answer to Question 5
Coaching Models Determination Of
The Models
Resources Needed
To Implement The
Model
1. GROW
Coaching
Model
 Objective of
the training,
the
consideration
of the current
situation, the
options
available, the
hurdles, the
willpower of
the coach and
the coached
employees
 Time and
Adequate fund
2. FUEL
Coaching
Model
 Framing the
conversion,
knowledge of
the current
 Proper
knowledge and
sharp steps
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situation,
exploration of
the desired
state and
implementing
a clear plan
for success
3. CLEAR
Coaching
Model
 Opening and
listening to the
discussion,
exploring the
options and
taking
necessary
actions
 Time and fund
Question 6
Describe three methods that can be used to match and manage coaches and the trainees.
Answer to Question 6
Three different training methods are as follows;
a. Classroom based training- According to, (Greenberg Dombrowski and Dimick 2016)
this type of training done by the use of blackboard, projector or video presentation. The
advantages of the training are it is a face to face based training, it helps to easily catch the
attention of the people, it is cost effective
b. Interactive Method of Training- Involves quizzes, group discussions and active
summaries. The advantages of the training are it helps to make the training more fun and
enjoyable
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c. Hands on Training- Involves coaching and demonstrations. The advantages are the
method is effective for training in new and effective procedures and the people who are
being coached will be immediately applicable for trainee jobs.
Question 7
Describe two methods one could use to reduce risk of confrontation and resolve differences
between the coaches and the trainees that reflect legal, regulatory and organizational
compliance requirements for the coaches including confidentiality and privacy statements.
Answer to Question 7
The two main methods that could reduce organizational conflict are as follows;
Making sure that the policies and communication during the imparting of the coaching
are transparent and consistent in nature. It could also be rationale for the decisions to be
transparent in nature
The policies must ensure that no legal frameworks are broken and the conflicts must be
resolved by studying the emotions of the people
Question 8
Explanation of the concept of timeline adherence and reflection of regulations.
Answer to Question 8
The concept of timeline adherence can be defined as the management of the time during
the coaching process (Palamara 2015). It also refers to the adherence of the time schedule of
each of the works involved in the regulations process.
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Question 9
Identification of the ways that can help to promote coaching and obtain organizational
support for the strategy. Also include description of communication techniques and data to
be used.
Answer to Question 9
Some of the major methods by which the people can easily get support for the strategy
are as follows;
a. Policy of helping first and then getting paid- The coach can garner success once they
have the attitude of first helping out with the problems and then considering the option of
getting paid. The management will then have the idea of first work and then pay
(Palamara 2015).
b. Asking the correct questions- The coach will garner interest and respect from the
employees once he asks the correct questions to the employees about their problems.
c. Leveraging the experience- Sharing the personal experience of the coach is another way
to attract interest from the organization and the employees who are being coached.
d. Use of video to attract clients- Showing presentation using videos can help the coach to
garner reputation and be established as a shrewd and successful business coach.
Question 10
Write a list of processes that will be needed to create and implement for the strategy to be
successful including succession planning.
Answer to Question 10
Some of the processes needed by the organization to be successful are;
a. The creation of a trained group of experts to identify the best people
b. A screening process in place to test the capabilities of the people
c. A proper arrangement process for recruitment of the best people
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References
Dewhurst, D., Harris, M., Foster-Bohm, G. and Odell, G., 2015. Applying the Kirkpatrick model
to a coaching program. Training & Development, 42(1), p.14.
Greenberg, C.C., Dombrowski, J. and Dimick, J.B., 2016. Video-based surgical coaching: an
emerging approach to performance improvement. JAMA surgery, 151(3), pp.282-283.
Hunt, J.M. and Weintraub, J.R., 2016. The coaching manager: Developing top talent in business.
Sage Publications.
Joseph, S., 2016. A review of research into business coaching supervision. Coaching: An
International Journal of Theory, Research and Practice, 9(2), pp.158-168.
Lancer, N., Clutterbuck, D. and Megginson, D., 2016. Techniques for coaching and mentoring.
Routledge.Moore, C., Westwater-Wood, S. and Kerry, R., 2016. Academic performance and
perception of learning following a peer coaching teaching and assessment strategy. Advances in
Health Sciences Education, 21(1), pp.121-130.
Palamara, K., Kauffman, C., Stone, V.E., Bazari, H. and Donelan, K., 2015. Promoting success:
a professional development coaching program for interns in medicine. Journal of graduate
medical education, 7(4), pp.630-637.
Snyder, P.A., Hemmeter, M.L. and Fox, L., 2015. Supporting implementation of evidence-based
practices through practice-based coaching. Topics in Early Childhood Special Education, 35(3),
pp.133-143.
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Part C
Activity 1
Documented Coaching Strategy for TELSTRA
The coaching strategy of TELSTRA will be including the company’s Disability Action
Planning for the years starting from 2019 to the year 2023. The following action plan will
recognize the benefits that the modern communication technologies bring to the people with
disability and the very important leadership role that the company plays being one of the largest
employers of Australia.
List of Supported Material and data sources
The different kinds of materials needed to implement the following coaching plan will
comprise 10 different commitments and more than 50 different actions. The progress and
performance will be driven and monitored by a cross company working group. The data
regarding the identification of the sources will be gathered from the directory of disability list
from the Australian Government official records.
Completed Matching Coach to trainee tool
The strategy will be applied by means of the supply chain of the organization and the
plan will be implemented after a thorough discussion in the meetings of the organization.
Developed recruitment process for coaches and trainees
The objectives are as follows;
a. To develop a network especially for the disabled persons
b. To develop a coaching strategy for making the employees of TELSTRA capable of serving
a sound network to the targeted audience
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Example of Induction and training tools and resources
The designing of the training process will include the creation of a proper and efficient
recruitment process for the business organization. The recruitment of the coaches and the
trainees will be done on the basis of extensive selection.
Examples of Strategy Promotion
The purpose of the program is to mainly complete the CSR activity of the company and
also to expand the growth of the organization in a unique manner.
Example of Documented coaches support procedure and process
The providence of a dedicated network for the disabled is surely something that will
provide the right procedure for the coaches to move on. The GROW Model of coaching can be
applied by the coaching unit to ensure the proper integration of the network in the TELSTRA
system.
Mission Statement for the program
The mission of the following program is to dedicate a separate network for the disabled
persons in Australia.
Evidence of facilities physical Location
The coaching will take place in the networking server zone of the organization and the
selected employees who will be coached will be given practical lessons to complete the
coaching.
Evidence of Method or mode of interaction
The electronic mode of interaction will be used in the following project for the disabled.
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Documented roles and responsibilities and Compliance analysis
The expected roles of the person will include a thorough knowledge of the organization
and also a thorough knowledge of the different kinds of the networking processes and
technologies used.
Timeline
Task Name Duration Start Finish
Project TELSTRA Coaching Strategy 155 days Wed
2/13/19
Tue
9/17/19
Selection of the Coaching Strategy by
TELSTRA
5 days Wed
2/13/19
Tue
2/19/19
Meeting with the stakeholders of
TELSTRA
2 days Wed
2/20/19
Thu
2/21/19
Conducting a market analysis to
determine whether the strategy fits or
not
10 days Fri
2/22/19
Thu
3/7/19
Advertisement to recruit coaching
expert and also providing the required
criterion for the selection
1 day Fri 3/8/19 Fri 3/8/19
Interviewing the experts 15 days Mon
3/11/19
Fri
3/29/19
Selection of the best expert 5 days Mon
4/1/19
Fri 4/5/19
Establishment of the coaching
Agreement by TELSTRA
2 days Mon
4/8/19
Tue 4/9/19
Collection of the assessment data and
feedback
60 days Wed
4/10/19
Tue 7/2/19
Implement measurable action plan 20 days Wed
7/3/19
Tue
7/30/19
Provide progressive review and
feedback
15 days Wed
7/31/19
Tue
8/20/19
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Deliver post coaching follow up 20 days Wed
8/21/19
Tue
9/17/19
Checklist
The management of TELSTRA will manage the checklist of coaching by;
 Hiring a coach to train in effective networking strategy for the disabled Joining a community of practice Setting aside the time Reading the professional development activities

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Activity 2
Documented Evidence
Theoretical Preparation Practical Preparation
Participant 1
 Completed
 Networking completed,
left with structuring
Participant 2
 Completed
 Completed
Tools Developed for matching participants
The tools developed include the likes of;
a. TELSTRA T-Box
b. TELSTRA Media Content
Complete Coaching Activities
The coaching activities are completed only with the total completion of the different
coaching activities including the theoretical as well as the practical activities.
Monitoring the Coaching activities and evaluation of data
The monitoring and evaluation of the coaching activities can be done by regular checking
and by assessing the results after the implementation of the new network for the disabled.
Review of results
The results will be reviewed after the end of a quarter and the review will be termed
positive or negative with the proper analysis of the results.
Report outlining the outcomes and future improvements to the strategy
The positive outcome will lead to the continuation of the strategy while the negative
outcome will lead to a change in the strategy and a complete improvement in the strategy.
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Rewards
The start of providing rewards to the coaches and the people who are being coached can
change the scenario of the organization.
Professional Development activities to coaches
The professional development activities will include the likes of the development of the
organizational coaching programs.
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Bibliography
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Sage Publications.
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constructivist methodology for enhancing formative assessment strategy in tertiary
education. International Coaching Psychology Review, 13(1), pp.35-47.
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Routledge.
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Management, 15(1), pp.1-10.
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