Coaching and Mentoring

Table of Contents
DirectingCoachingSession.............................................................................................................2
ParticipatingMembers.....................................................................................................................2
CompetencesofTeamMembers.....................................................................................................2
TimeRequiredforCoachingandMentoringSession.....................................................................2
TheActivitiesofCoachingandMentoringSession........................................................................3
Bibliography....................................................................................................................................4

Directing Coaching Session

The purpose of conducting this session for coaching and mentoring is to augment the decisionmaking skills of staffs.

Participating Members
Within this coaching and mentoring session, four participants will be involved in order to
encompass through diverse activities.

Competences of Team Members

The age group of the members is around 24 years who are involved in the coaching and
mentoring session. The capabilities of these members partaking within the session are likely to
progress the decision-making abilities in the organisational setting because they may perhaps
lack the proficiency of making satisfactory decisions in diverse circumstances. This is
extensively an imperative factor for their professional profession.

Time Required for Coaching and Mentoring Session

This coaching and the mentoring session would probably be of one hour at least three times
within a week. This coaching and the mentoring session would take about thirty hours for the
accomplishment.

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The Activities of Coaching and Mentoring Session
Potential activities within this session are likely to be grounded in the communication as well as
brainstorming expertise. The preliminary activities would be carried out to improve and polish
the brainstorming as well as communication abilities of the partaking members. These activities
would not only embrace the Quizzes and presentations but will also include case studies, role
play and MCQs. Different sessions would likewise comprise the circumstances necessitating
brainstorming, communication along with decision-making abilities of the contestants while
imitating their self-opinions, views, understanding, as well as reports on diverse case studies.
This session relating the role plays would additionally reflect the progress of the brainstorming
as well as decision-making abilities between the team members. It would likewise allow them to
emphasise on their motions, rationales, along with conceivable undesirable or optimistic
outcomes from their decisions.

Bibliography
Boyatzis,R.E.&Howard.,A.,2013.Whengoalsettinghelpsandhinderssustained,desired
change.In:BeyondGoals:EffectiveStrategiesforCoachingandMentoring.s.l.:Gower
Publishing,Ltd,pp.211228.
Connor,M.&Pokora,J.,2012.CoachingAndMentoringAtWork:DevelopingEffective
Practice:DevelopingEffectivePractice.s.l.:McGrawHillEducation(UK).
FosterTurner,J.,2005.CoachingandMentoringinHealthandSocialCare:TheEssentialsof
PracticeforProfessionalsandOrganisations.s.l.:RadcliffePublishing.
Hay,J.,2007.ReflectivePracticeAndSupervisionForCoaches.s.l.:McGrawHillEducation
(UK).
Megginson,D.&Clutterbuck,D.,2005.TechniquesforCoachingandMentoring.
s.l.:Routledge.
Parsloe,E.&Leedham,M.,2009.CoachingandMentoring:PracticalConversationsto
ImproveLearning.s.l.:KoganPagePublishers.
Whitworth,L.,2007.CoactiveCoaching:NewSkillsforCoachingPeopleTowardSuccessin
WorkandLife.s.l.:DaviesBlackPublishing.