Emerald | Industrial and Commercial Training | Table of Contents

Mentoring Programmes Learning opportunities for mentees, for mentors, for organisations and for society

literatinetwork@emeraldinsight.com (Kirsten M. Poulsen) — Thu, 02 May 2013 00:00:00 +0100

Abstract

Purpose - The purpose of this article is to give an introduction to the definition and learning process of mentoring, a structured overview of the value of mentoring for mentees, mentors, organisations and society as well as present the key element for designing and implementing successful mentoring programmes that gives full value to all stakeholders.Design/methodology/approach - The article is based on more than 10 years experience in working with mentoring programmes, designing and delivering mentoring programmes in an organisational context, on studying research done by other scholars and consultants as well as on the knowledge developed through the Mentor+Survey - a survey tool for evaluating mentoring programmes.Findings - That the potential for learning for mentors, the organisations and even for society is still not fully understood by the organisations implementing mentoring programmes - and thus the value of mentoring programmes is still not fully appreciated and achieved - even for mentees.Originality/value - This article is of value to HR professionals and managers who wish to use mentoring programmes to enhance the learning capacity of the people and the organisation - instead of just a tool for knowledge transfer.

Sourcing effective scenarios for use in business ethics training

literatinetwork@emeraldinsight.com (Katherine Bradshaw) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - Ensuring that ethical values are embedded into day-to-day working practice is a challenge for multinational organisations. Training on the subject can be dull and fail to engage staff in the issues; but using scenarios helps to convey ethical messages and gives staff the tools to identify and deal with ethical dilemmas. This article summarises the case for business ethics training and the role of scenarios. It suggests ways to develop effective scenarios and describes a case study of how one company incorporated them in to its training.Design/methodology/approach - This article is based on the Institute of Business Ethics’ experience of developing scenarios for its subscriber organisations. Findings - For scenarios to engage they must be relevant to life within the organisation. Organisations are full of stories which can be used to communicate the importance of doing business ethically. Practical implications - This work assists organisations with the development of effective training and communications to support of their commitment to high ethical standards. Originality/value - A more in depth examination of the subject is published in the IBE’s Good Practice Guide Developing and Using Business Ethics Scenarios available from www.ibe.org.uk. The study draws on original research in to corporate good practice in this area.

How to Thrive in Change and Uncertainty

literatinetwork@emeraldinsight.com (Sue Stockdale) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - As training professionals, it is likely that there are many occasions where you have to step into unfamiliar environments and deliver a highly effective result. So the importance of understanding the factors that influence how individuals respond to uncertainty should not be underestimated. This article uses two well-known models (Johari Window and Change Curve) to explore this issue and consider how to develop an effective mindset and behaviour when entering unknown or unfamiliar environments at workDesign/methodology/approach - The framework was designed in order to deliver a workshop on Change for an academic audience, and bring together to unrelated concepts. Findings - The findings are that mindset is the critical element to pay attention to when entering an unknown environment, as it drives behaviour. Practical implications - The implications are that trainers should be cognisant of their own beliefs and mindset and recognise how they can help or interfere with how they perform at work. Originality/value - This is original research bringing together these two models.

Anyone for PIMS?: intoxicating & debilitating dynamics in the workplace

literatinetwork@emeraldinsight.com (Michael Walton) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - The paper draws attention for the need to examine non- conventional motivations of leaders and how such underlying dynamics can result in executive failure and organisational declineDesign/methodology/approach - The paper reflects on some of reasons why high profile leaders can so easily derail based on practical workplace experience as an external consultant, internal manager and external academic working with post-graduate studentsFindings - Executives are very susceptible to the corrosive influence of power and prestige and remain so irrespective of seniority, titles and honoursResearch limitations/implications - The article exposes a gap between (i) the theory & logic of how organisations are expected to behave and (ii) the what actually drives and shapes workplace behaviour. The implications are that too conventional a perspective on workplace behaviour will continue to 'miss' critical data about workplace behaviour.Practical implications - The paper alerts those in positions of responsibility to the limitations of maintaining a logical-rational approach to workplace dynamics which can often become highly emotionally-charged.Originality/value - This paper highlights how power, money, sexual attraction and self identity shape executive behaviour

Organizational Development in Sport – Co-creation of Value through Social Capital

literatinetwork@emeraldinsight.com (Mahmood Hajli, Mohammad Hajli) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - Empowered by Web 2.0 and social media consumers join online communities and produce social capital. They generate information for online communities by sharing their knowledge, information and experience, and thus support the organizational learning. Co-creation of value with consumers instead of co-creation of value for consumers is a new strategy for organizational development.Design/methodology/approach - This research adopts social capital and social support theory and investigates the way sport organizations can apply social relationship with fans in online communities in order to co-create value for organizational development. The study looks at the current literature and the potential theoretical development for organizational learning. Findings - Social interaction of individuals through social media and online communities have introduced co-creation of value with customers. This behaviour originates from the supportive climate that has emerged through Web 2.0, where individuals share their information, knowledge, and experience through online communities. This co-creation offer online social support as a source of social capital for organizations. The results can be beneficial for the development of sport organizations in the co-creation of value with fans.Research limitations/implications - The clear implication of the research would be whether sport organizations can develop virtual communities and offer rich means that facilitate individual’s interactions. The research highlights the theoretical foundation and opportunities for sport organizational development. However, the study does not provide empirical test of the theory. Therefore, the empirical test of the research theory can be a future research direction. Originality/value - This research investigates social factors introduced through social media to sport organizations in the co-creation of value with fans. The contribution of the research is to provide the theoretical bases for a new research area for sport organizational development through social media. Sport organizations can learn from the social interactions of their fans and develop their strategies. This research shows how sport originations can use social capital theory and online social support to progress in the industry.

The Miracle of Coaching

literatinetwork@emeraldinsight.com (Coral Anne Ingleton) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - the purpose of this paper is to share my viewpoint on coaching and it's benefits. It also covers using coaching as a development tool and how reciprocal coaching can be of benefit to organisations.Design/methodology/approach - My approach to this paper was to consider how I had become involved in coaching and the developments that evolved.Findings - The paper provides insights into coaching as a development tool and how to 'grow' caoches within organisations.Practical implications - The paper includes development of a coache as manager startegy as well as the develop of a coaching and mentoring networkOriginality/value - The paper describes the value of coaching within organisations

Emotional Support Potential: Regulatory Focus and Competence Predictors

Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - We explored individual and contextual predictors of emotional support potential in training.Design/methodology/approach - We used relative weight analysis to assess the importance of individual (trainee regulatory focus) and contextual (trainer competence) predictors of emotional support potential in training.Findings - Individual differences in self-regulation, including promotion and prevention focus explained emotional support potential to a greater extent than trainer competence did. Research limitations/implications - For future research, further testing the current propositions can emphasize broader contextual predictors (e.g., support from trainees’ social context).Practical implications - A number of studies indicated that social aspects of training are important; however, no one has examined predictors of emotional support. Consequently, understanding an individual’s regulatory focus and personality can be an important way to improve emotional support potential. Originality/value - This is the first study to examine predictors of emotional support potential in a training context and links trainee regulatory focus to this outcome.