Jan 12, 2018 sample paper

Classify the selected organization’s approach to coaching as it relates to one (1) of the following

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HRM538 Assignment 2

For this assignment, consider the organization where you currently work or an organization where you may have worked in the past as a point of reference for evaluating the coaching model and team-based performance.

(Note: You may create and / or make all necessary assumptions needed for the completion of these assignments. In your original work, you may use aspects of existing processes from either your current or a former place of employment. However, you must remove any and all identifying information that would enable someone to discern the organization[s] that you have used.)

Write a five to seven (5-7) page paper in which you:

  1. Classify the selected organization’s approach to coaching as it relates to one (1) of the following: Ad Hoc Coaching, Managing Coaching, Proactive Coaching, or Strategic Coaching. Judge the extent to which the identified coaching model has worked to optimize the organization’s performance management activities.
  2. Recommend three (3) practices to improve the selected organization’s current performance from Table 4.3: (ATTACHED) Best Practices for Manager-Coaches in the textbook. Justify each element as it relates to optimizing performance.
  3. Construct five (5) best practices that would maximize team-based performance in the selected organization. Specify the primary manner in which each practice aligns with the organization’s overall goals and vision.
  4. Use three (3) external sources to support your responses. Note:Wikipedia and other Websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.


.vitalsource.com/books/9780470493915/epub/OPS/015_Chapter04.xhtml#rtable4.3″>Table 4.3 Best Practices for Manager-Coaches.

1. Coaching

  • Take time to explore what is
    important to the person you are coaching—his or her goals, values, and
  • Communicate your desire to
    help the person develop and ask what kind of coaching he or she would
    like from you.
  • Communicate the positive
    expectation that you believe in the person and his or her ability to
    learn and make significant progress on objectives.

2. Insight

  • Clearly communicate
    expectations and success factors.
  • Provide feedback and discuss
    performance relative to those expectations.
  • Ask questions that help
    people reflect on their own behaviors, performance, and impact.

3. Motivation

  • Help people clarify their
    goals and motivations related to work and to their own development.
  • Identify specific personal
    and organizational benefits for development.

4. Capabilities

  • Provide specific advice and
    guidance on how to improve performance and behavior.
  • Encourage them to prepare
    development plans.
  • Support training, stretch
    assignments, and provide opportunities for on-the-job learning.

5. Real-world practice

  • Ask people what exactly they
    will to do to make progress on their development objectives, and where
    and when they plan to do it.
  • Help them find or create
    opportunities that stretch their capabilities.

6. Accountability

  • Hold regular (for example,
    monthly) conversations to gauge progress against development objectives.
  • Ask people what they have
    learned recently and what they will do in the next month to continue

7. Organizational

  • Ask people what
    organizational barriers are getting in their way and brainstorm ways
    they can work around them.
  • Be a role model of learning
    by seeking feedback and coaching from others, sharing development
    priorities and progress openly, and talking about why development is
    important to you personally.

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