If the problem is performance related then you should allocate a coach to the

If the problem is performance related then you should

This preview shows page 62 - 64 out of 71 pages.

If the problem is performance related then you should allocate a coach to the individual or team. Conversely a mentor should be allocated if there is a behavioural problem such as a lack of confidence. Mentors are usually allocated because they have a personal interest in the success of the individuals’ performance. Coaches develop specific skills for the task, challenges and performance expectations at work. Coaches and mentors are usually chosen from the staff that are employed within the organisations. They will usually have the skills required to change performance difficulties in the mentors’ case. The mentor should be someone that the team looks up to. They should teach by demonstrating the skills that the team should demonstrate. Providing ongoing feedback and support allows the individual staff member and team to learn the skills that they require to close the gap so that they can achieve the required levels. Coaches need to have a level of authority by the nature of their position as a leader to insist on compliance in the form of performance levels. Coaching is task related and requires that individuals perform at a required level in areas such as improving their knowledge, skills, or abilities to perform a given task.
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56 WORKBOOK | © 2015 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB51107 DIPLOMA OF MANAGEMENT and BSB51915 DIPLOMA OF LEADERSHIP AND MANAGEMENT | OPERATIONAL PLANNING_V2.2 Activity 3.4 Individually or in pairs, complete the following: A gap has been identified between accepted and desired performance problems. What steps do you recommend to support your team? 3.5 – Negotiate recommendations for variations to operational plans and gain approval from designated persons/groups When you work with a team or even on your own, you need to have the art of negotiation. It is rare to find a variation that everyone agrees with. Negotiation is a “process in which two or more parties who have both common and conflicting interest bring forth and discuss explicit terms of possible agreement” (Collins, 2004, p.207). As an individual, you want your department and all of the departments that will be affected by the change to contribute feedback on which is the option best suited to their needs. You will have a similar option if you are working as part of a team. In both cases, where conflict arises you may be foisted into the role of negotiator. You may well have to go against your own wants and needs to negotiate conditions that will satisfy all parties. There are three types of negotiating and you will need to decide which type will help you narrow the preferred options of the parties involved. There will be times when no one will be able to agree on a preferred option, so you may have to negotiate the preferred options down to a manageable level. The three types of negotiation are: f Hard negotiator: Where negotiation is seen as a test of wills and who will finish off better. They will win at any cost and as such will damage relationships.
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