Contemporary Management Capabilities: Peer Coaching Analysis & Plan

This report presents a peer coaching analysis and plan for a CEO, addressing the need for skill development and self-reflection in contemporary management. The assignment, based on a case study, focuses on the importance of peer coaching to enhance leadership capabilities, including hard and soft skills, critical reflection, problem-solving, teamwork, and management of self and others. The report examines the impact of sudden changes in management practices, such as the shift in remote work policies, and their effects on employee morale, productivity, and communication. The analysis highlights the need for a well-communicated approach to organizational changes and the importance of considering employee needs and potential issues. The plan outlines short, medium, and long-term goals to improve the CEO's performance, emphasizing the benefits of peer coaching for overall organizational success. The report includes references to relevant academic literature to support the analysis and recommendations.

CONTEMPORARY MANAGEMENT CAPABILITIES

Table of Contents
Introduction................................................................................................................................3
Discussion of peer coaching.......................................................................................................3
Conclusion..................................................................................................................................4
References..................................................................................................................................5

Introduction
In every company, there is a CEO and every CEO requires peer coaching to evolve their
management skill to a new level. Self reflection is another objective that is deserved by most
CEO to ensure a proper evaluation of their soft and hard skills, critical reflection skills,
problem-solving ability, teamwork and management of self and others in a work
environment. Yahoo has been practicing this way of developing CEO performance for
decades which they suddenly decided to disrupt. According to the management
telecommunicating or working from home would soon no longer be an option. Those who
worked remotely must relocate to an office or quit as per new business rule. The sudden
change in the management practice by CEO Marissa Mayer resulted in instability of business
performance and rise in employee turnover. This news made us write a peer coaching to the
manger that there are many advantages of it and due to this sudden culture change it had
made people frustrated and employees upset and launching a national conversation from
working from home policies.
Discussion of peer coaching
This peer coaching letter is to inform you that due to this sudden culture change employees
are and will be facing great difficulties in their coming time. Sudden change in operation may
affect this company in future that may gain into a huge loss (Jones, Woods & Guillaume,
2016). Loss in this era is a great issue that it cannot be overcome. There is a lot of soft and
hard and critical skill and in office policy though is good but in person, This news had an
effect many of the employees, employees working from homes can’t just come to the office
and there are many highly qualified employees those who work from homes due to
disabilities. Such an aspect may affect in ways like joblessness, career stalling and
productivity risking (Thompson & Cox, 2017). By these, there is also a communication effect
going on in this company. Now people are talking about policies and they will come up with
various policies like working from home policies and if these policies came then we have to
invest money in it (Serrat, 2017). But you had never shown interest in any of our matters and
always neglected it and said that company doesn’t discuss internal matters so it means you
don’t want that these change should not be known to the outer world but after two months
this memo leaked from the company and at Los Angeles u had to broke up your silence and
now you are defending yourself by referring that its ”elephant in the room” and refused to
waver on the policy, explaining that some of the best ideas come from in-person
collaboration and that in office policy was wrongly perceived as industry narrative. People

are now working on the policies and they will get to work from home and it will be only you
who will face problem dealing with the various policies and their framework but these
company had a lot of employees that work as a team among themselves and we won’t face
any problem so coming up with this idea and leaking up memo had made an impact on the
company. Every management of the organisation must be well aware of the changes that are
good for the operation since all the implementation does not always need to be authentic
(Kegan & Lahey, 2016). Employees may have a communication problem with you resulting
in pending of works and neglecting their job works, loss in soft skills, communication
problems may arise (Salomaa, 2015).
This is to inform the board, to look after these issues and the policies working from home.
Wish all the aspects will be discussed with the board members to satisfy the needs of the
employees as well as organisation.
Conclusion
The changes in the policies and the procedure that the organisation have been working for
decades if changes suddenly, it will certainly disrupt the general flow of the operation. The
observation of every possible way out for making service better must be well communicated.
There are one of the great problems in a company by doing lots of research and finding some
points we have come to know that there are some problems that are faced by the company
and these are some common issue in a company. In addition to the above case study the
inappropriate presentation of the remote working scenario also hugely impacted the mental
state of the employees.

References
Jones, R. J., Woods, S. A., & Guillaume, Y. R. (2016). The effectiveness of workplace
coaching: A meta‐analysis of learning and performance outcomes from
coaching. Journal of Occupational and Organizational Psychology, 89(2), 249-277.
Kegan, R., & Lahey, L. L. (2016). An everyone culture: Becoming a deliberately
developmental organization. Harvard Business Review Press.
Salomaa, R. (2015). Expatriate coaching: factors impacting coaching success. Journal of
Global Mobility, 3(3), 216-243.
Serrat, O. (2017). Building a learning organization. In Knowledge solutions (pp. 57-67).
Springer, Singapore.
Thompson, S., & Cox, E. (2017). How Coaching is used and Understood by Project
Managers in Organizations. Project Management Journal, 48(5), 64-77.