Fluent Essays

Final Project GuidelinesPlease use this format to submit your final work. The paper must follow all the guidelines as instructed in order to obtain full credit. Remember that our team of tutors is available for any questions regarding your final work.You must present the final version of yourwork as no previous corrections will be carried out. To submit the final project, students must use the template below, with theiranswers written after each statement.Please present your final paper according to these requirements:• Arial 12Font.• Margin: 2,5.• Line spacing: 1,5.• All fields on the cover page must be completed.• The document needs to be properly paged.Your final project must be authentic and individual. Any work that has been plagiarized or papers written by others or with the help of othersare likely to be failed. If this occurs for the second time, you will not be permitted to obtain your degree. Be aware that you are permitted a maximum of two submissions per subject. If both projects do not meet the standards and fail, the student must pay the corresponding fee to be evaluated again.When writing your final projectplease use Microsoft Office, Adobe or Apaches Open Office Writertools (DOC, DOCX, ODT, PDF, etc.). Please consult your tutor when using a different format. Additional information about the software will be needed.Please use the following format:ddmmyyyy_Subject_LastNameandName.pdfExample:11052019_StrategicManagement_ElsaMoore.pdfThe project should not exceed more than 18 pages, excluding the cover page, bibliography and theappendix.Evaluation GuidelinesThe final work will be evaluated based on the following criteria:• Acquired knowledge (25\%): the knowledge acquired throughout the course of the subject will be evaluated through the analysis of the theoretical data shown in the project presented by the student.• Development of the Subject (25 \%):the interpretation of thethesis subject by the student and its development will be evaluated in a coherent and analytical manner.• Final result (25\%):the final evaluation is based on coherent solutions applied to solve objectives set out in the paper. The presentation must be conclusive and formatting must meet established parameters.• Additional information and bibliography (25\%):additional information regarding the research and subject matter will be evaluated and taken into consideration as a bonus. This consistof: bibliography, visual graphics, charts, independent studies carried out by the student, external academic sources, articles of opinion, etc. All sources, both printed and online, must be referenced according to the APA regulations.BACKGROUNDTopTravel SL is a company dedicated to high quality online hotel reservations. It operates internationally and its customers are large hotel groups that offer luxury services. With more than 10 years of experience, TopTravel SL has been among the top 5 websites used to choose accommodation. A large percentage are business trips, however, there is also a significant number of leisure trips, which seek an accommodation with the most favorable conditions. In the last 5 years, prestigious competitor companies have launched very strong marketing campaigns that have forced TopTravel SL to make an important investment in the Online Marketing Department. This department is physically located in Amsterdam, the city where TopTravel SL was founded, although there is staff distributed in the US, Singapore and Spain.This department has undergone major changes in the last year, as they had to hire a new Social Media Manager, since the previous one left the company for personal reasons. Until then, the company had a very efficient team of analysts, designers, web/SEO programmers, content manager, social media strategist and community manager. However, with the arrival of the new manager the team was affected; There were some team members who also decided to leave, and those who stayed did not have a good working environment. Due to the flight of employees, new hires were made; young talents keen to learn. However, most of the veteran staff is demotivated given the situation, and a few months later the results of the last campaign they hadlaunched were significantly affected by this.The new Social Media Manager, Marc Blumer, is considered to be the best in the world in his field and has won several awards as best international publicist. However, despite being very good in his field, he has great communicative difficulties that directly affect his leadership ability, which makes it very difficult to manage a new team that has recently lost its leader. He has a leadership style with a high authoritarian component, tending to adopt a loud and somewhat aggressive speaking tone at meetings, he has troublelistening to opinions from group members other than his own, and he does not handle constructive criticism well. Something similar happens when he has to communicate the results with General Management, his communication issues mean that the information does not always arrive in the best way, and this leads to misunderstandings. This situation has made Marc feel blocked.In a meeting between Marketing Management, Sales Management and Human Resources Management, it was decided to hire the services of a specialized Coaching Consulting firm. This consultancy assigns you the project to intervene in the Online Marketing Department of TopTravel SL. Marc Blumerscommunication skills must be improved, and at the same time, his skills and abilities must be strengthened so that he has a wide range of resources, in this way he will be able to effectively lead the team, and will redirect the work towards the company’s goals. On the other hand, it is necessary that employees go back to working as a team, because until now they worked more like a group.As a coach of this consulting firm you are given two options to choose from; apply an individual coaching process to Marc Blumer, or apply a team coaching process to the Department. DEVELOPBefore starting, you must choose the option you want to solve; individual coaching or team coaching. You must solve only one option, as we will only evaluate one of the two options.Individual Coaching1. Analyse the starting situation of the Online Marketing Department:a. To provide context, explain what the startingsituation is, from an analytical perspective.b. Explain the importance of carrying out a coaching process; what could happen if you do not act quickly, and what benefits would be obtained after the intervention. 2. Establish some goals: Formulate at least 3 goalsto achieve with the executive coaching process.3. Plan a complete individual coaching process for Marc Blumer: In this section you should design the entire coaching process, and frame the sessions within the Coaching phases. This planning must be very detailed and precise, explaining step by step the entire process. Youmustbear in mind:a. Structure of the Coaching phases: plan how many sessions to perform in each of the phases, and what actions or techniques to apply in each one. b. Include powerful questions, use the Grow Method to lead the questions.Team/Deparment Coaching1. Analyse the starting situation of the Online Marketing Department:a. To provide context, explain what the starting situation is, from an analytical perspective.b. Explain the importance of carrying out a coaching process; what could happen if you do not act quickly, and what benefits would be obtained after the intervention. 2. Establish some goals: Formulate at least 3 goalsto achieve with the executive coaching.3. Plan a complete team coaching process: In this section you must design the entire coaching process for the Online Marketing Department.Bare in mind:a. The structure of the phases: plan how many sessions to perform in each of the phases, and what actions or techniques to apply in each one.b. Include five “powerful questions” per session. basic_and_fundamentals_of_coaching.pdf coaching_process_and_methodology.pdf coaching_types.pdf theorectical_framework.pdf Unformatted Attachment Preview EXECUTIVE COACHING 1. COACHING: BASICS AND FUNDAMENTALS 1.1. DEFINITION OF COACHING The ICF (International Coaching Federation) defines the term coaching as: Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. In each session, the client chooses the focus of conversation, while the coach listens and contributes observations and questions. This interaction creates clarity and moves the client into action. Coaching accelerates the client’s progress by providing greater focus and awareness of choice. Coaches recognize that results are a matter of the client’s intentions, choices and actions, supported by the coach’s efforts and application of the coaching process. Retrieved from: http://mossperform.com/coaching-born-or-mage/ Nowadays, businesses and organizations need leaders, not only in top managerial positions, but also throughout the whole organization. Good professionals and leaders are rarely born, since leadership is not something that comes naturally to everyone. It is a skill and talent developed over time that can be strengthened by working with a coach. Leaders not only need to have knowledge, but they also have to learn skills and educate themselves in new values and emotions. We are all learners at the beginning, some of us with more skills and better attitudes than others, but in the end competencies and skills can always be acquired throughout a persons life. Page 6 EXECUTIVE COACHING Definition and evolution of the term “coaching” Defining the word coaching is quite simple. It comes from English and French and has several etymological references that we should know before moving to its current use. The word coach has a French origin and means car (carriage of collective transport pulled by horses that could transport several people). In English, the term is also associated with different means of transport: the stage coach (carriage), the mail coach (postal car) or the railway coach (wagon), and the driver of a car or a carriage was a coachman. At the end of the eighteenth century, in England, driving horse-drawn carriages became a sport, which quickly became fashionable and was called coaching. Nowadays, we tend to understand coaching as training, but it does not mean exactly the same thing. A coach is the one who helps us find the way, eliminate obstacles and make the most of our abilities. There are many definitions of coaching. This is relatively justified since, although coaching is drawn from scientific realities and has a whole series of techniques and tools for its practice, its application is always tailored to fit each case, which implies that it requires creativity, insight, analysis and intuition. As each case is unique, it can be said that, in its execution, it is an art. Some definitions of coaching: Set of individual interviews between a person and a professional (the coach) whose purpose is to help the person achieve their goals and succeed in their personal and professional lives. In most cases it is the company that pays for the coaching method, however, some people turn to a coach on their own initiative, bearing the cost. François Delivré Page 7 EXECUTIVE COACHING Accompanying people or teams in order to ensure the development of their potential and knowledge within the framework of their professional objectives. It is a process that aims to raise awareness of a person or a team about their particular mode of operation so that they can overcome the situation in which the person or team is.” Société Française de Coaching “Coaching is unlocking a person’s potential to maximize their own performance, helping them to learn rather than teaching them.” Timothy Gallwey Summarising and at the same time being somewhat poetic: The art of facilitating the potential development of people and teams to achieve coherent objectives and in-depth changes. In times of economic crisis, where the bar for potential employees is set higher and higher, the optimization of human resources seems to be a priority. Throughout this manual, we will consider the fact that everyone can enhance their performance, improving not only their technical knowledge, but also their level of competency. This includes setting objectives, time management, teamwork, leadership, self-control and communication. All of these aspects can always be guided by the Page 8 EXECUTIVE COACHING principle of pragmatism, i.e., specifying steps, techniques and indicators of progress that allow obtaining clear improvements both, for the professional and for the company. Before we move on to the role of coaching, we need to clarify two concepts that are frequently confused: mentoring and coaching. In terms of definition, mentoring refers to a helping relationship existing between a person and a mentor who, thanks to their experience, is an expert and can enrich the student (person needing assistance) through their advice and practical guidance. This implies that a mentor aims to change and improve the student’s attitude. From this definition we can see that these two concepts are quite similar, so it is important to get to know the similarities and the differences between them. Let us take a look at the following explanatory tables in order to better understand the meaning of mentoring and coaching. DIFFERENCES BETWEEN COACHING AND MENTORING COACHING MENTORING Internal or external (when the coach is Internal or external (when the mentor is internal, internal, he/she usually is the direct any person in the organization can assume the superior of the coachee) role) Always formal Formal or informal (managed by the company or Individual or Collective spontaneous) Intended for all the employees Individual Objective: the improvement in Intended for people with high potential performance Objective: the development of the person. Short duration: between 3-6 months Longer duration: 1.5 - 2 years Page 9 EXECUTIVE COACHING SIMILARITIES BETWEEN COACHING Y MENTORING - They are potential development strategies. - They are focused on the implementation of already existing knowledge and the acquisition of new skills. - They are training strategies in the workplace, which are based on the structured training processes that are used during daily work routine. - In the more formal application, they are generally coordinated from Human Resources, although they are usually carried out by the parties directly involved themselves, without anyone from the larger organization having a direct involvement on the development. - They are carried out based on an action plan, which is followed by a list of specific tasks to develop. - They have a high attitudinal component for their proper execution. - The objective of both disciplines is to ensure that talented people work together so that those with greater experience and knowledge can transmit it to those who are in a phase and attitude of development, both personal and professional. - These are two experimental learning programmes, which means that what is learned becomes part of the behaviour pattern of the interested parties. Page 10 EXECUTIVE COACHING 1.2. THE ROLE AND NEED FOR COACHING ▪ Need for coaching The hectic pace of today’s life, constantly feeling stressed, overwhelmed, lost and pressed for time seem problems that most of us struggle with. The leading hypotheses suggest that a change in lifestyle is to blame. Our heavy reliance on technology, in both our personal and professional life, makes things seem hectic. Technologies evolve faster every day. If for any reason technology fails, we feel lost and unable to creatively resolve the problem. The Information and Communication Technologies (ICT) revolution has accelerated human activity, but the question is whether the technology is liberating us from many tasks or enslaving us? New organizational models appear as 24/7 services that refer to the total availability of companies at any time and any day, through mobile phones, emails, voice mailboxes, ATMs, teleworking, e-learning and other Internet tools. We are starting to have the sensation that we have less time than in any other moment in recent history. We feel overwhelmed by competition, both within the organization and outside of it. We are afraid of transmitting insecurity when speaking with co-workers and we fear talking with our supervisors about our frustrations, failures and mistakes. It happens that we have no one to check if we are doing the right thing until an error occurs and then we only receive corrective feedback. In today’s world where the culture of rapid success prevails and failure does not seem to be an option, human issues fade into the background. We are not able to find that “someone” with whom we can share and discuss our problems, failures, new ideas or visions. The lack of commitment in relationships, increased absenteeism, rotation and demotivation, technological slavery, the reduction in family and leisure time, the depersonalization of human relations and individualism, the change of lifestyle and Page 11 EXECUTIVE COACHING culture based on the rapid success and punishment for failures, gives a frightening sense of a future in which the exponential increase in stress, depression and anxiety will likely result in the increased costs in direct and indirect medical and social security costs. All of this creates a need for an external person who can motivate us, inspire us and help us to grow not only professionally but also personally. ▪ The role of a coach The role of a coach emerges as a need for a professional who can accompany the transformation process of a person in personal and work situations. Coaches care about the personal and social integrity of their client; they facilitate the creation of networks as well as the adherence to common objectives and systemic planning. The areas on which a coach places importance are: values, relationships and coherence. A coach accompanies individuals, groups or organizations in their change processes, teaching them to invent tools and solutions that encourage a personal, professional and organizational renewal. At the same time, they help to raise awareness about the idea that we live in a time of change, which implies that we need a compass, reference points and guides that allow us to self-manage more effectively. What is more, they tend to stress the fact that a good leader is the one who has learned how to manage and master change and has the ability to adapt to it. The coachs attitude is based on 5 principles: listening, asking, clarifying, not imposing and not judging. Page 12 EXECUTIVE COACHING 1.3 COMPONENTS OF COACHING The Coach ✓ A coach is a qualified professional who works with their clients to help them grow both on a personal and professional level. They often refrain from solving problems but instead ask questions, challenge assumptions or provide resources. The work of the coach is to stimulate and facilitate, through a scientific, valid and reliable methodology, the self-reflection of the coachee in such a way that they design and commit to an action plan resulting from the synergy of the work of both. The coachee ✓ A coachee or student is a person who receives training from a coach. Coachees should not get solutions from their coaches, but rather they have to learn by themselves, the coach facilitates the learning. Coaching Process ✓ A coaching process can be described as a mutual agreement between coach and coachee, under ethical-professional principles with the aim of achieving some professional and personal goals, previously defined by common agreement, through a working plan based on: ▪ Evaluation, diagnosis and definition of objectives: use of tools such as tests, development centre, 360º evaluation, as well as an interview to make an indepth evaluation of the profile of the coachee. ▪ Training, action plan, application and feedback: development of Socratic method and self-reflection, with support exercises and implementation of immediate improvement actions. ▪ Post-evaluation and follow-up: evaluation of results that shows the client or coachee that the objectives initially proposed by both parties are being achieved. Page 13 EXECUTIVE COACHING The whole process should be monitored, including the coachee’s ups and downs in their daily implementation of the action plan. In addition to these three above-mentioned stages, we will briefly introduce the four stages that we will develop later in Chapter 3 in which we will discuss in detail the Coaching Process. The four phases of the coaching process are: - Needs assessment phase. - Design phase. - Start-up phase. - Monitoring and evaluation phase. This process mainly deals with detecting the needs for improvement, planning and carrying out the action plan necessary to achieve this improvement. Additional areas of focus should also be monitoring and evaluating the whole process in order to verify that the expected results are being obtained. Duration ✓ Each coaching process is different but the minimum advisable time to obtain results is three to six months, distributing the number of sessions depending on the stage of the coaching programme in which the subject is. ▪ Evaluation, diagnosis and definition of objectives: 1 weekly session. ▪ Training, action plan, application and feedback: 1 weekly session, and then every 15 days in the online feedback phase. ▪ Post-evaluation and follow-up: 1 monthly face-to-face session, with a weekly online follow-up. Page 14 EXECUTIVE COACHING ✓ Coaching session Coaching sessions consist of dialogues between coach and coachee and last between 60-90 minutes. The coach guides the coachee, by challenging their thinking and asking strategic coaching questions to help them clarify their ideas, find resources and solutions and as a result achieve their goals. This methodology has to follow the guidelines of the Socratic method. ✓ Socratic method or maieutic The Socratic method is based on modelling an inquiring mind by constantly probing into the subject with questions, thanks to which the coachee makes decisions. This technique was used by the first coach in history: Socrates. By means of the questions that he was asking his students, they could reach virtue. Socrates pretended to be ignorant so as to expose, by continuously asking questions, the ignorance of his interlocutors. Becoming aware of one’s own ignorance was the first step to learning. Then maieutic was applied, which through dialogue with the person, who was already willing to learn, led them to the definition of virtue. Thus, the Socratic method states that everyone has the necessary tools to achieve their objectives; people simply need a guide to be able to examine those internal tools of change. With the help of a guide, students will be able to follow a more organized and efficient method and devote less time to reaching the initially proposed objectives, skills and competencies. Page 15 EXECUTIVE COACHING 1.4. COACHING AND SKILLS DEVELOPMENT Competence is the ability to successfully put into practice different skills, knowledge, thoughts, and values in different interactions that human beings have in their personal, social and work environment. It refers to the knowledge, skills and abilities that a person develops to understand; transform and make a difference. Thus competence is a set of behaviours, and therefore something observable and evaluable. For this reason, competencies have become a focal point when recruiting personnel, establishing career plans, carrying out performance evaluations or making compensations based on the competencies required for the position. Competencies vary according to the job, company and time in which changes take place. They usually change over time; increase as employees improve their performance, leading to the growth of skills at a professional level. Components of competencies: ▪ Knowledge ▪ Skills and abilities ▪ Attitudes and concerns ▪ Motivation ▪ Means and resources These five elements are interrelated: for example, without technical knowledge of how software works, we cannot acquire the skills; we will not be able to put into practice the knowledge, as we have not yet acquired the skills. On the other hand, as soon as we have acquired this knowledge, we will need to put it into practice to strengthen it and be able to be skilled at working with this software. The same applies to attitudes and interests; if we have a positive attitude and we are interested in that software, it will be Page 16 EXECUTIVE COACHING much easier for us to acquire knowledge and then skills. Motivation also plays an important role and it is intimately related to attitude. Motivation is an internal and/or external factor that inspires a person to achieve a behaviour or competency, that is, to modify their attitude. And finally, the means and resources, which might be more applicable to an organization or company, need to also be available so that a subject can achieve the required competencies. But coaching is not only intervening in changes related to competencies and behaviours, which have an average magnitude, but also in those that have a great magnitude; such as beliefs and values, which are more ingrained in the coachee and are much more difficult to modify or root out. In fact, what a coach tries to do is to make a change from the inside to the outside, first changing values and beliefs, then workplace tools and finally competencies and behaviours. Behaviour is considered the tip of an iceberg, the visible part of everything behind it. It represents much more than a simple way of acting, since it reflects our motivation, feelings and emotions. Page 17 EXECUTIVE COACHING Taking this into account, behaviour is understood as something very important, since the opinions that people have about us will be based on it. However, if our way of acting differs from our emotions, this will be reflected and it will generate distrust. The same happens with the opinion that we have about others. It is based simply on their visible behaviour, free of prejudices and emotions that may alter the credibility of that change. Our behaviour will also influence the behaviour of others, especially if we are leaders. For this reason we need to set an example of change because, as we have mentioned before, our change will entail the change of others. In spite of knowing that behaviours, competencies and changes are essential, the resistance persists when modifying predominant leadership attitudes, which are often autocratic, rigid and difficult to root out. 1.5. COACHING, CHANGE AND LEARNING The world we are living in constantly changes and evolves extremely quickly. However, awareness of this change does not occur ipso-facto or in real time, but the change in our environment is noticed when it has already been evident enough to be able to be perceived, i.e., there is a latency of awareness of change, and therefore, also of reaction towards it. The perception represents a fixed frame of the reality, that facilitates its compression but it also implies some limitations. For example, it is more difficult to be aware of the transformation and it may happen that when we notice the change, other processes or other circumstances that can make it obsolete have already occurred. Success is reserved for those who have learned to recognize, follow and anticipate the flow of change which, although it occurs at a much higher speed than before, this is not a new phenomenon. Page 18 EXECUTIVE COACHING Ability to change is also a necessary trait of leaders. Coaching is essential in order to train them, since a philosophy of change can begin on a large scale from the transformation of ... Purchase answer to see full attachment