Friday, January 24, 2020

A Successful Coach and Motivator Essay -- GCSE Business Management Ess

A Successful Coach and Motivator INTRODUCTION   Ã‚  Ã‚  Ã‚  Ã‚  This paper will focus on what it takes to be a successful coach and motivator in the 21st century and the general characteristics of the coaching process for the future leaders of corporate america. We will also discuss various ways to improved performance through commitment and discuss why some coaching techniques fail to produce the desired results.   Ã‚  Ã‚  Ã‚  Ã‚  All coaching is a one-to-one conversation that is, in some way, focused on performance and commitment. However, all coaching is not successful. â€Å"According to Dennis Kinlaw successful coaching is mutual, communicates respect, problem-focused and change-oriented'; (p. 25). BACKGROUND The first phase in becoming a successful coach and motivator is a successful coaching conversation, managers should involve subordinates fully in the communications process. Successful coaching is not a didactic process – one in which the manager instructs and the employee listens. It should be a process of mutual exploration and discovery. Coaching is a process designed to make the most of what both members know. The manager’s main tasking is to ensure that both sets of information are used.   Ã‚  Ã‚  Ã‚  Ã‚  In the second phase respect is what employees experience because of what the manager does. Respect results when managers encourage employees to give opinions and feedback during meetings, provide data and to offer objections to what the manager has said. It is easy for managers to become confused about the subject of respect for employees, especially for problem employees. â€Å"Kinlaw states that many leaders exemplify a common attitude that respect is something that people must earn, a treatment that employees deserve or do not deserve'; (p. 27). In truth, communicating respect for the employees as an individual or group is an essential aspect of coaching conversations if they are to improve performance and develop commitment to the organization. Supervisors leading a group must never lose sight of the fact that their job is to manage performance of the group and to ensure commitment to superior performance. It does not serve supervisors purpose to foster resen tment, or to block the development of others.   Ã‚  Ã‚  Ã‚  Ã‚  In the third phase, problem focus, â€Å"Pool states a problem is not necessarily something negative, it is only the difference between what is and what is desire... ... Happy.'; Nations Business Journal, Vol. 84, No. 12, Dec 1996, p. 10. McNerney, Donald J. â€Å"Employee Motivation: Creating a Motivated Workforce.'; HR Focus, Vol. 73, No. 8, Aug 1996, p. 1. Merina, Ann. â€Å"Coaching Each Other.'; NEA Today, Vol. 10, No. 4, Nov 1993, p. 3 Olalla, Julio and Rafael Echeverris. â€Å"Management by Coaching.'; HR Focus, Vol. 73, No. 1, Jan 1996, p. 16. Pascale, Richard and Linda Gioja. â€Å"Changing the Way we Change.'; Harvard Business Review, Vol. 75, No. 6, Nov-Dec 1997, p. 126. Pool, Steven W. â€Å"The Relationship of Job Satisfaction with Substitutes of Leadership, Leadership Behavior, and Work Motivation.'; The Journal of Psychology, Vol. 131, No. 3, May 1997, p. 271. Rodgers, Buck. (1987). Getting the Best Out of Yourself and Others: Harper and Row Publishers. Saunier, Anne and Mary Maris. â€Å"Fixing a Broken System: Performance Management Systems.'; HR Focus, Vol. 75, No. 13, Mar 1998, p. 1. Schwarz, Roger M. â€Å"The Skilled Facilitator: Practical Wisdom for Developing Effective Groups.'; Jossey-Bass Publishers. Thomas, David L. â€Å"Encouragement: The Key to Effective Management.'; Trusts and Estates Review, Vol. 134, No. 10, Oct 1995, p. 12. A Successful Coach and Motivator Essay -- GCSE Business Management Ess A Successful Coach and Motivator INTRODUCTION   Ã‚  Ã‚  Ã‚  Ã‚  This paper will focus on what it takes to be a successful coach and motivator in the 21st century and the general characteristics of the coaching process for the future leaders of corporate america. We will also discuss various ways to improved performance through commitment and discuss why some coaching techniques fail to produce the desired results.   Ã‚  Ã‚  Ã‚  Ã‚  All coaching is a one-to-one conversation that is, in some way, focused on performance and commitment. However, all coaching is not successful. â€Å"According to Dennis Kinlaw successful coaching is mutual, communicates respect, problem-focused and change-oriented'; (p. 25). BACKGROUND The first phase in becoming a successful coach and motivator is a successful coaching conversation, managers should involve subordinates fully in the communications process. Successful coaching is not a didactic process – one in which the manager instructs and the employee listens. It should be a process of mutual exploration and discovery. Coaching is a process designed to make the most of what both members know. The manager’s main tasking is to ensure that both sets of information are used.   Ã‚  Ã‚  Ã‚  Ã‚  In the second phase respect is what employees experience because of what the manager does. Respect results when managers encourage employees to give opinions and feedback during meetings, provide data and to offer objections to what the manager has said. It is easy for managers to become confused about the subject of respect for employees, especially for problem employees. â€Å"Kinlaw states that many leaders exemplify a common attitude that respect is something that people must earn, a treatment that employees deserve or do not deserve'; (p. 27). In truth, communicating respect for the employees as an individual or group is an essential aspect of coaching conversations if they are to improve performance and develop commitment to the organization. Supervisors leading a group must never lose sight of the fact that their job is to manage performance of the group and to ensure commitment to superior performance. It does not serve supervisors purpose to foster resen tment, or to block the development of others.   Ã‚  Ã‚  Ã‚  Ã‚  In the third phase, problem focus, â€Å"Pool states a problem is not necessarily something negative, it is only the difference between what is and what is desire... ... Happy.'; Nations Business Journal, Vol. 84, No. 12, Dec 1996, p. 10. McNerney, Donald J. â€Å"Employee Motivation: Creating a Motivated Workforce.'; HR Focus, Vol. 73, No. 8, Aug 1996, p. 1. Merina, Ann. â€Å"Coaching Each Other.'; NEA Today, Vol. 10, No. 4, Nov 1993, p. 3 Olalla, Julio and Rafael Echeverris. â€Å"Management by Coaching.'; HR Focus, Vol. 73, No. 1, Jan 1996, p. 16. Pascale, Richard and Linda Gioja. â€Å"Changing the Way we Change.'; Harvard Business Review, Vol. 75, No. 6, Nov-Dec 1997, p. 126. Pool, Steven W. â€Å"The Relationship of Job Satisfaction with Substitutes of Leadership, Leadership Behavior, and Work Motivation.'; The Journal of Psychology, Vol. 131, No. 3, May 1997, p. 271. Rodgers, Buck. (1987). Getting the Best Out of Yourself and Others: Harper and Row Publishers. Saunier, Anne and Mary Maris. â€Å"Fixing a Broken System: Performance Management Systems.'; HR Focus, Vol. 75, No. 13, Mar 1998, p. 1. Schwarz, Roger M. â€Å"The Skilled Facilitator: Practical Wisdom for Developing Effective Groups.'; Jossey-Bass Publishers. Thomas, David L. â€Å"Encouragement: The Key to Effective Management.'; Trusts and Estates Review, Vol. 134, No. 10, Oct 1995, p. 12.

Thursday, January 16, 2020

History of Television Essay

Television Broadcasting Malaysian television broadcasting was introduced on 28 December 1963. Color television was introduced on 28 December 1978. Full-time color transmissions of grand launched until officially inaugurated on New Year’s Day 1982. There are currently 8 national free-to-air terrestrial television stations in Malaysia and 2 national pay subscription television stations in Malaysia. Out of eight television channels, four of them are available in Sabah and Sarawak, and the other four are available only in Peninsular Malaysia.Transmissions in Malaysia were black-and-white until 28 December 1978. First stereo audio broadcasting was introduced in 1985 by TV3.Five out of eight channels does not have 24-hour schedule. 24-hour television was introduced in Malaysia between 13 to 16 May 1989 on TV1. The first 24-hour broadcasting in Malaysia was introduced in 2007 by TV2. Local Programming RTM had local programmings in each state until 1984, and those local stations had been replaced by relay of RTM1. RTM1 had 1 hour of local programming between 1984 to 1992. Today, RTM broadcasts the same version nationwide except in Sarawak and Sabah, which still have some local programmings. RTM have plans to re-introduce the local channels after digital switchover. The local channels had the name RTM and state name, for example RTM Pinang for Penang. Each channel had its own schedule and broadcasting hours, and some programs relay from RTM1 and RTM2 (usually news programs and government programs). Between 1984 to 1992, the local programmings was around 5:00pm on RTM1. For the new local channels, the broadcasting hours are currently unknown. Today, RTM still broadcasting radio in local, but television in national.

Wednesday, January 8, 2020

Discrimination And Its Effects On The Military World War II

In recent years, the United States military has been expanding and adjusting its policies to remove as much discrimination as possible. Although women have been allowed to enlist in the military since World War II, many positions and MOS’s in each branch do not permit women to perform them. Such positions are primarily combative, and require a large amount of physical and mental strength and endurance. While many feel that this is sexist and discriminates against women, it is simply a matter of whether it would be beneficial to have women placed into combat for national safety as well as the safety for the other soldiers. Since the majority of females cannot meet the requirements necessary to fill these combative positions, there is no need to revise the military regulations on the matter and in turn risk the lives of other soldiers and the protection of citizens. Despite its positive impact on removing discrimination and misogyny in the armed forces, it would negatively impa ct military operations and efficiency. Combative positions are the most elite MOS’s that the United States armed forces has to offer. They require an immense amount of knowledge, training, and physical ability, making them the hardest to enlist in. Such high standards and requirements ensure that those filling such positions are equipped in every way possible to successfully complete each mission that they are placed in with as few casualties as physically possible. Combative positions carry a muchShow MoreRelatedAssess the social impact of the Second World War on women and ethnic minorities in the United States.1043 Words   |  5 PagesThe Second World War had a profound effect on white men who lived in the United States during the 1940s. 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