For This Assignment, Consider The Organization Where You Cur

For This Assignment Consider The Organization Where You Currently Wor

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: 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. Recommend three (3) practices to improve the selected organization’s current performance from Table 4.3: Best Practices for Manager-Coaches in the textbook. Justify each element as it relates to optimizing performance. 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.

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.

Paper For Above instruction

Effective coaching models play a vital role in organizational performance management by fostering employee development, enhancing productivity, and aligning individual goals with organizational objectives. To critically evaluate these roles, it is essential to classify the organization's coaching approach, assess its effectiveness, and recommend strategic improvements for maximizing team performance. This paper focuses on a hypothetical organization, evaluating its coaching approach, effectiveness, and proposing best practices aligned with its goals and vision.

Classification of the Organization’s Coaching Approach

The organization in question employs a Managing Coaching approach, characterized by managers actively engaging in coaching activities as part of their leadership responsibilities. Managing Coaching is often reactive, initiated during performance issues or scheduled check-ins, aiming to guide and develop employees through feedback and support. This model reflects a structured effort where managers integrate coaching into regular managerial duties to promote performance improvement and employee growth (Ellinger & Bostrom, 2019). In this organization, coaching is embedded within managerial roles, and its primary focus is achieving short-term performance targets while fostering a culture of continuous development.

Assessment of Coaching Model’s Effectiveness

The Managing Coaching approach has yielded moderate success in optimizing performance management activities. It has contributed to improvements in individual performance and employee engagement, especially when managers are trained and committed to coaching principles (Joo & Lim, 2019). However, its reactive nature often limits its potential, as coaching sessions tend to occur only during specific performance review periods or when issues arise, restricting ongoing developmental dialogue. Consequently, while the organization benefits from targeted coaching, there are missed opportunities for proactive development and fostering a coaching culture that permeates all levels of the organization (Grant, 2017).

Furthermore, resource constraints and manager workload have hindered consistent coaching efforts, reducing its overall impact on team cohesion and organizational performance (Turner & Holloway, 2020). Despite these limitations, the coaching approach successfully aligns with organizational goals related to performance accountability and individual skill enhancement, although its true potential remains underutilized without a more proactive or strategic framework.

Recommendations for Improving Performance

1. Implement regular, structured coaching sessions outside of performance reviews: This promotes continuous development and timely feedback, enabling employees to adjust and improve proactively (Cummings & Worley, 2018).
2. Enhance manager coaching skills through targeted training programs: Equipping managers with advanced coaching techniques ensures more effective and consistent coaching interactions, driving better performance outcomes (Ellinger & Bostrom, 2019).
3. Utilize technology platforms for coaching management: Implementing digital tools supports scheduling, tracking progress, and providing resources, making coaching more accessible and organized (Saks & Gruman, 2019).

Justification of these practices emphasizes the importance of frequency, skill, and accessible resources in creating a sustainable coaching environment that directly correlates with organizational performance enhancement.

Five Best Practices to Maximize Team-Based Performance

1. Foster a coaching culture that encourages peer-to-peer coaching: This practice promotes team cohesion and shared accountability, aligning with organizational values of collaboration and continuous improvement (Garvey et al., 2018).
2. Align coaching initiatives with strategic organizational goals: Ensuring coaching focuses on competencies and behaviors that support the organization’s vision maximizes relevance and impact (Cummings & Worley, 2018).
3. Develop customized team development plans: Tailoring coaching and training efforts to team-specific needs enhances effectiveness and accelerates goal attainment (Ellinger & Bostrom, 2019).
4. Implement feedback and recognition systems: Recognizing team achievements reinforces positive behaviors and motivates continued performance alignment with organizational goals (Saks & Gruman, 2019).
5. Leverage technology to facilitate ongoing communication and feedback: Digital platforms and collaboration tools support continuous interaction, transparency, and real-time performance monitoring (Grant, 2017).

Each practice directly supports the organization’s overarching goals by fostering a collaborative, aligned, and high-performing team environment that drives strategic success.

Conclusion

The organization’s Managing Coaching approach serves as a foundational element for development but requires enhancements to sustain competitive advantage and optimize team performance. By adopting structured, skill-enhancing, and technologically supported coaching practices, the organization can cultivate a proactive coaching culture that aligns with its strategic objectives. Implementing comprehensive best practices for team performance further ensures that coaching efforts translate into tangible organizational success. Continuous evaluation and alignment of coaching strategies with organizational goals will be crucial in maintaining high-performance levels and fostering a resilient, adaptive workforce.

References

• Cummings, T. G., & Worley, C. G. (2018). Organization Development and Change. Cengage Learning.
• Ellinger, A. E., & Bostrom, R. P. (2019). Enhancing managerial coaching skills: The role of training interventions. Journal of Management Development, 38(3), 177–191.
• Grant, A. M. (2017). The effectiveness of coaching: A retrospective view. International Journal of Evidence-Based Coaching and Mentoring, 15(2), 53–66.
• Joo, B. K., & Lim, T. (2019). An integrative model of coaching effectiveness and outcomes. Human Resource Development Quarterly, 30(1), 41–63.
• Saks, A. M., & Gruman, J. A. (2019). Socialization and informal learning. In The Oxford Handbook of Corporate Social Responsibility (pp. 389–412). Oxford University Press.
• Turner, K., & Holloway, S. (2020). The impact of managerial workload on coaching effectiveness. Journal of Organizational Psychology, 20(4), 367–383.