Download Creating a Mentoring Culture: The Organization's Guide by Lois J. Zachary PDF

By Lois J. Zachary

With a view to reach today’s aggressive surroundings, company and nonprofit associations needs to create a place of work weather that encourages staff to continue learning and develop. From the writer of the best-selling The Mentor’s advisor comes the next-step mentoring source to make sure team of workers in any respect degrees of a firm will train and study from one another. Written for somebody who desires to embed mentoring inside their association, making a Mentoring tradition is stuffed with step by step counsel, useful recommendation, enticing tales, and incorporates a wealth of reproducible types and tools. 

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What behaviors, norms, language, rituals, processes, and practices describe our culture? Everyone is left to do his or her own job without intervention, unless there is a problem. Interpersonal communication is fairly impersonal and mostly accomplished through fax or e-mail. There is no venue for sharing best practices or professional development. Many employees have never met one another. Corporate culture is, by definition, sui generis. At the same time, it is embedded in a system of differentiated subcultures that combine to form a larger, more complex system of interrelated cultures.

She holds a master of science degree in education from Southern Illinois University. xxix Part One Taking Stock Mentoring’s Foundation 2 Creating a Mentoring Culture MENTORING IS NOT NEW. Informal mentoring relationships have existed for centuries. However, the concept of formal organizational mentoring is relatively new. When organizational mentoring first became popular in the mid-1970s, many considered mentoring programs just another management training fad. Some organizations ignored it, and others immediately got on the mentoring bandwagon for fear of missing out on something their competitors were doing right.

In addition, Gateway houses self-assessment tools to facilitate analysis of individual learning needs and planning of selfdirected learning programs. Employees who desire additional assistance access an online learning mentor who is trained to match employee development needs with educational institutions. Mentoring is a cultural expectation at Ideal. ” Mentoring grew out of a formal program for highpotentials that began ten years ago. The program created such a buzz throughout the organization that the excitement it generated is still talked about today.

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