Management Today - Volume 22, Issue 6, 2006
Volume 22, Issue 6, 2006
Author Drikus KriekSource: Management Today 22, pp 50 –51 (2006)More Less
Extracted from text ... I 50 Management Today July 2006 Team building: lessons from the World Cup Prof Drikus Kriek lectures at the Unisa Graduate School of Business Leadership and may be contacted on 0824648074 for more information on the team management profile, references used or other information on teams. In a year when the finals of the soccer World Cup are played, very few would argue that it is one of sport's greatest showpieces. For a month representatives from 32 countries battle it out to be crowned world champions. And indeed it is soccer as the 'beautiful game' that is displayed with ..
Source: Management Today 22, pp 53 –54 (2006)More Less
Extracted from text ... E Leadership coaching: 360 degree feedback for a winning combination Management Today July 2006 53 Executive and leadership coaching are increasingly viewed as a valuable development option for improving performance and behaviour. While much of this perception has been based on anecdotal evidence rather than quantitative data, the use of generic or customised 360 degree assessment has become one of the methods used to measure the effectiveness of coaching. In addition to its measurement advantage, 360 degree feedback itself can be a powerful resource to the coaching process. Research conducted by E C Thach which tracked the progress of 281 ..
Source: Management Today 22, pp 55 –56 (2006)More Less
Extracted from text ... The value of reflection in coaching (Part III) Prof Antoinette Gmeiner (right) is CEO of Orion Business Solutions and a professional coach specialising in team coaching. Dr Sandra Perkins is a director of the same company. Besides a doctorate, she has a master's degree in labour law, is an accredited business coach and a researcher. T Management Today July 2006 55 The first two articles in this series addressed the theoretical issues on the use of a reflective journal as part of a toolkit in coaching. The main purpose of utilising relflective journals was discussed as well as the ..
Author Sunny Stout RostronSource: Management Today 22, pp 57 –58 (2006)More Less
Extracted from text ... Coaching: adapting to the new South African business culture B Management Today July 2006 57 Business coaching, like much else in South Africa, was isolated from mainstream professional development due to international restrictions during the years of apartheid. Thus, it is only in about the last five years that coaching has sprung to prominence. However, as might be expected, many of the problems and inequalities from the past remain. In this context, coaching in South Africa faces daunting challenges. At the same time, coaches have unique opportunities to significantly engage and intervene in the ongoing process of transforming the ..
Author Bill PriceSource: Management Today 22, pp 59 –60 (2006)More Less
Extracted from text ... Management Today July 2006 59 Coaching update: a South African perspective Bill Price is a master executive business and life coach. He specialises in coaching CEOs, executive teams and board directors in the implementation of their strategy with special emphasis on personal leadership competencies and capacity enhancement. He may be contacted at VIP Leadership and Strategic Coaching and Mentoring Institute and the Global Institute of Leading at (011) 918 2464. TThe wonderful world of coaching and mentoring has come a way in business and has been applauded by some, but not by others. Some have jumped at the opportunity ..
Source: Management Today 22 (2006)More Less
Extracted from text ... Coaching conversations: coaching and humour Here are a few moments when only a coach and the coachee can smile together! Someone said if we cannot laugh because we are already dead. Heard during coaching (really!) I don't want to solve my conflict - I want revenge! I took an intelligence test and the results were negative. I don't know whether to have a baby or to get a dog. My son doesn't know that his girlfriend is a bad choice. She's exactly opposite to me. I am willing to make mistakes if someone else is willing to learn from ..
Author Suzanne HattinghSource: Management Today 22, pp 63 –64 (2006)More Less
Extracted from text ... Learnerships: coaching and mentoring to ensure work place learning O Management Today July 2006 63 One of the major reasons why learnerships fail is because the work place learning component is neglected. The success of learnerships largely depends on the quality of work place learning as the major part of a learnership (between 60 and 70%) must happen in the work place. There is a common misconception that the implementation of learnerships is primarily the responsibility of training providers. Yes, the role of training institutions is important in providing the institutional learning component, i.e. the more theoretical parts of ..