Organizational Coaching

This document provides an overview of organizational coaching, including identifying coaching opportunities, monitoring processes, containing information, coaching design principles, coaching models, coaching management methods, reducing confrontational risk, timeline requirements, promoting coaching success, and implementing recruitment processes for coaches.

Running head: ORGANIZATIONAL COACHING
ORGANIZATIONAL COACHING
Name of the Student
Name of the University
Author Note

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1. Identifying coaching opportunities in organization
The coaching requirements in the organization is quite obvious at this point as the
individuals in the company with good potential as not providing their best. Since, the
organization is a property development firm, it is important that the individuals are mentored in
regards to their work functions related to property buying, selling and advisory. In order for their
confidence to be restored the coaching need to focus on optimizing the work knowledge and
functions of the individuals and instill confidence through better real time scenario oriented
mentoring.

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2. Monitoring processes
The monitoring process for the coaching should definitely be based in key performance
indicators. Hence, it is important that specific goals and objectives are set. These objectives
should be linked to the performance of the employees. Thus, the monitoring process should focus
on the achievement that could represent significant growth in employee productivity
(Bachkirova, Arthur & Reading, 2015). The support of the mentoring process should further be
provided by a dedicated coaching team.

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3. Containing information
The most important information that should be contained in a coaching strategy are:-
 Employee data before implementation of coaching
 Employee individual performance charts
 The individual feedback of employees regarding their weak areas
 Information regarding the functional requirements for productivity
 Information of the responses of individual employees to coaching
These information can help to further enrich the strategies that are to be implemented for better
coaching.

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4. Outline of principle for coaching design
The principles of coaching designed should be based on some essential aspects that can
contribute towards the optimal development of the target employees. Firstly, the principle of
coaching is to identify and target specific weak areas. Secondly, the focus should be towards
identifying the specific requirements of the people that will be coached. Thirdly, the principle of
coaching is to develop the individual to achieve full potential (Magnus, 2018). Fourthly, the
application of various techniques to tackle the identified issues and provide systematic solutions
is a significant principle of design.

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5. Coaching model, determination and resources for new acquired company
Coaching model Determination of model Required resources
Goal setting theory model The model is determined
through the identification of
specific time-bounds targets
or objectives that are the
focus of the coaching
process.
Data charts, coaching
sessions, emulators, coaches
and monitoring systems.
Cognitive Theory model This model requires coaching
through changes in
environment. Increasing
participation in the coaching
process is sought after.
Coaching rooms, group
coaching sessions, many
coaches, etc.
Maslow model This model focuses on the
inner needs of the
participants. This focuses on
improving employee
performances through
addressing psychological
needs, safety requirements,
relationship, esteem and
obtaining full potential of a
Psychological counseling,
self-improvement
mechanisms, needs based
coaching.

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person (MacDonald &
Bowen, 2017).

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6. Three coaching management methods for trainees
Three of the methods that can be used to manage the coaching and the employees are on
job training, job instructions and job rotation. On job training means to train the employee while
on job to increase focus on real time situations. Job instructions help the employees to
understand the job roles better. Job rotation means that the employee will be shifted from one job
to the other to gain significant expertise in all forms of jobs (MacLennan, 2017). The coaches
will also have reduced pressures in these scenarios as the employees will have to focus more
towards self-engagement.

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7. Two methods for reducing confrontational risk and resolving differences
Two methods that can be used towards reduction of confrontational risks are bonding and
creation of healthy and clear standards. The employees should be given proper instructions in
regards to their shortcomings. Proper bonding need to be created by creation of group oriented
goals. Moreover, the objectives and required standards should be made clear to all and there
should be no instance of bias within the training groups. At the same time data privacy policies
should also be made clear to the trainees.

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8. Importance of timeline requirements during coaching
Timelines are important factors during coaching. This means that specific timelines
should be created within which the coaching process should essentially take place. The most
important statements that are need to be issued by the company will be in regards to the urgency
of the process requirements. Real estate is a rapidly changing and developing sector, the needs
for enhanced performances need to be addressed and developed within stipulated time.
Employees will be required to give assessments and should ready themselves in accordance with
the same.

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9. Promotion of coaching success and gaining organizational support
The promotion of the coaching can be done through the use of case studies of similar
coaching styles that have helped other organization achieve significant progress. The coaching
team can create presentations regarding the promising nature of the techniques and provide the
same through conferences.

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10. Implementation of recruitment processes for coaches
Firstly, for enhancing the prospects of coaching, new coaches should be recruited. These
new coaches should be selected on the basis of their experience in the field and their previous
successes.
Secondly, the succession planning will be:-
 Periodically reviewing the coaching plan and progress
 Success indicators created for each individuals
 Assessment to judge the learning of the trainees

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References
Bachkirova, T., Arthur, L., & Reading, E. (2015). Evaluating a coaching and mentoring
programme: Challenges and solutions. International coaching psychology review, 10(2),
175-189.
MacDonald, L., & Bowen, D. M. (2017). Theory analysis of the dental hygiene human needs
conceptual model. International journal of dental hygiene, 15(4), e163-e172.
MacLennan, N. (2017). Coaching and mentoring. Routledge.
Magnus, P. (2018). LE 703 Coaching, Mentoring and Group Facilitation Fall 2018.
Thompson, S., & Cox, E. (2017). How Coaching is Used and Understood by Project Managers in
Organizations. Project Management Journal, 48(5), 64-77.