Course work|Management

Course Coaching as a way to improve the quality of management activities

Authorship: Infostore

Year: 2015 | Pages: 36

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Introduction
1 Theoretical analysis of ways to improve the quality of management activities
1.1 Management activities and methods for improving their quality
1.2 Coaching as a way to improve the quality of management activities
2 Analysis of coaching at the head office of CJSC "Thunder»
2.1 Analysis of the activities of the head office of CJSC "Thunder»
2.2 Analysis of the work of training managers in the organization
2.3 Recommendations for the development of the coaching method in the organization
Conclusion
List of sources used
The application And the Program of sociological research
Appendix B Questionnaire for interviewing employees of CJSC " Thunder»
In the article "What is coaching", I. K. Dybova also gives the concept of coaching itself, reveals the effectiveness of this method, and also gives a characteristic of the interaction of managers of different levels with the coach's method. This article also provides a detailed description of the life coach method and its application features.
The article "Coaching – what kind of beast is this?" by S. A. Avdeev is devoted to the disclosure of the coaching method itself, as well as explaining that it is coaching that gives an understanding that not someone or something does business, but people themselves. The main task of coaching, according to Avdeev, is to give an understanding that a person himself knows how to solve his problems, and within each organization there are already answers to exciting questions.
In the book "Effective Coaching", M. Downey offers his own concept of non-directive coaching, which is becoming increasingly popular. Downey believes that in management, a coach is a person who, as in sports, should help us mobilize our resources to achieve our goal. The main tasks of a professional coach manager are to make each employee believe in their abilities, reach the peak of their capabilities and thus bring the organization to a qualitatively new level.
The phenomenon of coaching is currently being studied by many scientists, whose research results are presented in a variety of scientific articles. Since coaching is a versatile phenomenon of our time, scientific development is devoted to its various aspects.
The object of research is ways to improve the quality of management activities.
The subject of the study is coaching as a way to improve the quality of management activities.
The purpose of the study is to study the features of the application of the coaching method in improving the quality of management activities.
In accordance with the main purpose of the work, we will highlight the following research tasks:
- explore the concept of management activities;
- learn the concept and essence of coaching;
- analyze the basic principles of coaching;
- consider the main types of coaching;
- distinguish between the concepts of coaching and mentoring.
Research hypothesis: the assumption that the method of coaching is a universal form of counseling that can be used in various areas of human life.

1.2 Coaching as a way to improve the quality of management activities
According to Thomas J. Coaching is a system of implementing the joint social, personal and creative potential of participants in the development process in order to obtain the most effective result possible.
The founder of coaching as a method is Timothy Galvey, who developed a more effective method of teaching the game of tennis, and then transferred it to the business sphere. The technique became known as coaching. The term "coaching "was introduced into business terminology in the early nineties by John Whitmore, an English businessman and consultant, and is now used in Western business circles as often as"profit". And it means something much more and different than a simple translation – "to instruct, train, prepare".
According to John Whitmore, coaching is a special form of counseling, which is a creative partnership. This is a supportive attitude towards the client, which puts the main emphasis on the fact that the client achieves his goals, independently solving problems and achieving the greatest realization of his abilities and capabilities. This is a type of individual support for people whose task is professional and personal growth, increasing personal effectiveness.
From the point of view of the organization's knowledge management concept, coaching is an individual consulting aimed both at improving the efficiency of a person's current activities and at its strategic development based on improving intelligence, acquiring and using new specific knowledge and skills.
It is necessary to distinguish coaching from training and mentoring.
Training is a process of practical learning, obtaining new knowledge, skills and abilities, which is not necessarily aimed at development, but can ensure the achievement of current goals, for example, the development of a new technology of work. Training can be used as a coaching tool.
Mentoring is similar in many ways to coaching, but there are also differences:
- the mentor is an employee of the same organization as his ward, and the coach is an external specialist;
- the mentor is not a professional consultant, but the coach is;
- mentoring is used primarily for the adaptation of new employees, and coaching - for the development of long-term employees with experience;
- mentoring is applied to the lowest positions in the management hierarchy, and coaching is applied to leading specialists and managers.
The coaching process takes place in several stages. The first step involves setting goals and understanding the customer; the second stage is a reality check, bringing goals into line with the needs, opportunities, capacities; at the third stage of the construction program and detailed plan for coaching; the next step is the implementation of the plan with necessary modifications and getting certain results, and finally control results and provide feedback.
There are several types of coaching:
1) Career coaching is assistance in matters of career development, career guidance, and potential development in the business sphere. Help in finding your business and determining where to go next.
Career coaching involves professional self-determination, finding an employee's own career vector inside or outside the company, which best reflects his goals and potential. It promotes self-motivation, awareness and disclosure of resources necessary for the implementation of a person's career plans.
2) Business coaching is aimed at organizing the search for the most effective ways to achieve the company's goals. At the same time, work is carried out with individual managers of the company and with teams of employees.
3) Life coaching is helping you manage your life. The basis of the method is "advancing questions". The coach can even speak only 10%, and most of them will be questions. In the process of "pronouncing answers", a person comes to a new awareness of himself and the situation, as a result, there is a way out, an answer and a potential for his own "I". The coach acts as a "partner" who, on the one hand, is "for", on the other hand, is as neutral as possible.
Also, in addition to the main classification, researchers distinguish individual, group and corporate coaching, as well as full-time and part-time types of coaching.
1. Saplenko E. V. Modern management / / Management News, No. 1. 2012. pp. 17-19.
2. Petrov A. N. Making managerial decisions // Business world, No. 3. 2011. P. 33 – 38.
3. Kolesha S. Yu. Coaching. A fresh perspective // Psychological center "Volkhonka", No. 12. 2012. S. 13 – 20.
4. Chernikova O. A. Management in the style of coaching/ / Psychological center "On Volkhonka", No. 7. 2011. p. 22.
5. Sumarokov M. O. Coaching from all sides / / Somopoznanie, No. 11. 2013. pp. 44-52.
6. Dubova I. K. What is coaching // Erickson, No. 11. 2014. P. 27 – 35.
7. Avdeev S. A. Coaching – what kind of animal is this? // Business key, No. 8. 2009. P. 14 – 21.
8. Downey M. T. Effective coaching. Moscow: Dobraya Kniga, 2006. P. 479.
9. Avdeev S. A., Kartashova A.M. Coaching / / Psychological center "On Volkhonka", No. 3. 2006. pp. 11-29.
10. Vagin I. V., Ripinskaya P. A. How to become a billionaire. Practical coaching. Moscow: Astrel, 2007. p. 304.
11. I. A. Vagin, V. A. Glowei Like to be the first. Practical coaching in Russian. Moscow: Astrel, 2007. p. 259.
12. Golvi T. Work as an internal game. M: Al'pina Biznes Buks, 2007. S. 417.
13. Ognev A.V. Organizational consulting in the style of coaching. S-Pb.: Speech, 2006. P. 243.
14. Landsberg M. V. Coaching: increase your own efficiency. Moscow: EKSMO, 2008. p. 396.
15. Landsberg M. V. Psikhologiya. M.: Eksmo-Press, 2004. P. 435.
16. Maksimov V. E. Coaching from A to Z. Anything is possible. S-Pb.: Rech, 2007. p. 305.
17. Reynolds M. Coaching: emotional competence. Moscow: Business, 2007. p. 112.
A total of 25 sources of literature

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