Creating a Coaching Culture
Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre fo...
Ausführliche Beschreibung
Autor*in: |
Sattar Bawany [verfasserIn] |
---|
Format: |
Artikel |
---|---|
Sprache: |
Englisch |
Erschienen: |
2015 |
---|
Schlagwörter: |
---|
Übergeordnetes Werk: |
Enthalten in: Leadership excellence - South Provo, Utah : Executive Excellence Publ., 2005, 32(2015), 2, Seite 43 |
---|---|
Übergeordnetes Werk: |
volume:32 ; year:2015 ; number:2 ; pages:43 |
Links: |
---|
Katalog-ID: |
OLC195832776X |
---|
LEADER | 01000caa a2200265 4500 | ||
---|---|---|---|
001 | OLC195832776X | ||
003 | DE-627 | ||
005 | 20220215181635.0 | ||
007 | tu | ||
008 | 160206s2015 xx ||||| 00| ||eng c | ||
028 | 5 | 2 | |a PQ20160617 |
035 | |a (DE-627)OLC195832776X | ||
035 | |a (DE-599)GBVOLC195832776X | ||
035 | |a (PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0 | ||
035 | |a (KEY)0178648220150000032000200043creatingacoachingculture | ||
040 | |a DE-627 |b ger |c DE-627 |e rakwb | ||
041 | |a eng | ||
082 | 0 | 4 | |a 650 |q ZDB |
084 | |a 85.00 |2 bkl | ||
100 | 0 | |a Sattar Bawany |e verfasserin |4 aut | |
245 | 1 | 0 | |a Creating a Coaching Culture |
264 | 1 | |c 2015 | |
336 | |a Text |b txt |2 rdacontent | ||
337 | |a ohne Hilfsmittel zu benutzen |b n |2 rdamedia | ||
338 | |a Band |b nc |2 rdacarrier | ||
520 | |a Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. | ||
650 | 4 | |a Business coaching | |
650 | 4 | |a Employee management relations | |
650 | 4 | |a Success factors | |
650 | 4 | |a Managerial skills | |
650 | 4 | |a Corporate culture | |
773 | 0 | 8 | |i Enthalten in |t Leadership excellence |d South Provo, Utah : Executive Excellence Publ., 2005 |g 32(2015), 2, Seite 43 |w (DE-627)477987478 |w (DE-600)2174471-3 |w (DE-576)9477987476 |x 8756-2308 |7 nnns |
773 | 1 | 8 | |g volume:32 |g year:2015 |g number:2 |g pages:43 |
856 | 4 | 2 | |u http://search.proquest.com/docview/1658883437 |
912 | |a GBV_USEFLAG_A | ||
912 | |a SYSFLAG_A | ||
912 | |a GBV_OLC | ||
912 | |a SSG-OLC-WIW | ||
936 | b | k | |a 85.00 |q AVZ |
951 | |a AR | ||
952 | |d 32 |j 2015 |e 2 |h 43 |
author_variant |
s b sb |
---|---|
matchkey_str |
article:87562308:2015----::raigcahnc |
hierarchy_sort_str |
2015 |
bklnumber |
85.00 |
publishDate |
2015 |
allfields |
PQ20160617 (DE-627)OLC195832776X (DE-599)GBVOLC195832776X (PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0 (KEY)0178648220150000032000200043creatingacoachingculture DE-627 ger DE-627 rakwb eng 650 ZDB 85.00 bkl Sattar Bawany verfasserin aut Creating a Coaching Culture 2015 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. Business coaching Employee management relations Success factors Managerial skills Corporate culture Enthalten in Leadership excellence South Provo, Utah : Executive Excellence Publ., 2005 32(2015), 2, Seite 43 (DE-627)477987478 (DE-600)2174471-3 (DE-576)9477987476 8756-2308 nnns volume:32 year:2015 number:2 pages:43 http://search.proquest.com/docview/1658883437 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW 85.00 AVZ AR 32 2015 2 43 |
spelling |
PQ20160617 (DE-627)OLC195832776X (DE-599)GBVOLC195832776X (PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0 (KEY)0178648220150000032000200043creatingacoachingculture DE-627 ger DE-627 rakwb eng 650 ZDB 85.00 bkl Sattar Bawany verfasserin aut Creating a Coaching Culture 2015 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. Business coaching Employee management relations Success factors Managerial skills Corporate culture Enthalten in Leadership excellence South Provo, Utah : Executive Excellence Publ., 2005 32(2015), 2, Seite 43 (DE-627)477987478 (DE-600)2174471-3 (DE-576)9477987476 8756-2308 nnns volume:32 year:2015 number:2 pages:43 http://search.proquest.com/docview/1658883437 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW 85.00 AVZ AR 32 2015 2 43 |
allfields_unstemmed |
PQ20160617 (DE-627)OLC195832776X (DE-599)GBVOLC195832776X (PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0 (KEY)0178648220150000032000200043creatingacoachingculture DE-627 ger DE-627 rakwb eng 650 ZDB 85.00 bkl Sattar Bawany verfasserin aut Creating a Coaching Culture 2015 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. Business coaching Employee management relations Success factors Managerial skills Corporate culture Enthalten in Leadership excellence South Provo, Utah : Executive Excellence Publ., 2005 32(2015), 2, Seite 43 (DE-627)477987478 (DE-600)2174471-3 (DE-576)9477987476 8756-2308 nnns volume:32 year:2015 number:2 pages:43 http://search.proquest.com/docview/1658883437 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW 85.00 AVZ AR 32 2015 2 43 |
allfieldsGer |
PQ20160617 (DE-627)OLC195832776X (DE-599)GBVOLC195832776X (PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0 (KEY)0178648220150000032000200043creatingacoachingculture DE-627 ger DE-627 rakwb eng 650 ZDB 85.00 bkl Sattar Bawany verfasserin aut Creating a Coaching Culture 2015 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. Business coaching Employee management relations Success factors Managerial skills Corporate culture Enthalten in Leadership excellence South Provo, Utah : Executive Excellence Publ., 2005 32(2015), 2, Seite 43 (DE-627)477987478 (DE-600)2174471-3 (DE-576)9477987476 8756-2308 nnns volume:32 year:2015 number:2 pages:43 http://search.proquest.com/docview/1658883437 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW 85.00 AVZ AR 32 2015 2 43 |
allfieldsSound |
PQ20160617 (DE-627)OLC195832776X (DE-599)GBVOLC195832776X (PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0 (KEY)0178648220150000032000200043creatingacoachingculture DE-627 ger DE-627 rakwb eng 650 ZDB 85.00 bkl Sattar Bawany verfasserin aut Creating a Coaching Culture 2015 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. Business coaching Employee management relations Success factors Managerial skills Corporate culture Enthalten in Leadership excellence South Provo, Utah : Executive Excellence Publ., 2005 32(2015), 2, Seite 43 (DE-627)477987478 (DE-600)2174471-3 (DE-576)9477987476 8756-2308 nnns volume:32 year:2015 number:2 pages:43 http://search.proquest.com/docview/1658883437 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW 85.00 AVZ AR 32 2015 2 43 |
language |
English |
source |
Enthalten in Leadership excellence 32(2015), 2, Seite 43 volume:32 year:2015 number:2 pages:43 |
sourceStr |
Enthalten in Leadership excellence 32(2015), 2, Seite 43 volume:32 year:2015 number:2 pages:43 |
format_phy_str_mv |
Article |
institution |
findex.gbv.de |
topic_facet |
Business coaching Employee management relations Success factors Managerial skills Corporate culture |
dewey-raw |
650 |
isfreeaccess_bool |
false |
container_title |
Leadership excellence |
authorswithroles_txt_mv |
Sattar Bawany @@aut@@ |
publishDateDaySort_date |
2015-01-01T00:00:00Z |
hierarchy_top_id |
477987478 |
dewey-sort |
3650 |
id |
OLC195832776X |
language_de |
englisch |
fullrecord |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a2200265 4500</leader><controlfield tag="001">OLC195832776X</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20220215181635.0</controlfield><controlfield tag="007">tu</controlfield><controlfield tag="008">160206s2015 xx ||||| 00| ||eng c</controlfield><datafield tag="028" ind1="5" ind2="2"><subfield code="a">PQ20160617</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)OLC195832776X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)GBVOLC195832776X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(KEY)0178648220150000032000200043creatingacoachingculture</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">650</subfield><subfield code="q">ZDB</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">85.00</subfield><subfield code="2">bkl</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Sattar Bawany</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Creating a Coaching Culture</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2015</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">ohne Hilfsmittel zu benutzen</subfield><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Band</subfield><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business coaching</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Employee management relations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Success factors</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Managerial skills</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Corporate culture</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">Enthalten in</subfield><subfield code="t">Leadership excellence</subfield><subfield code="d">South Provo, Utah : Executive Excellence Publ., 2005</subfield><subfield code="g">32(2015), 2, Seite 43</subfield><subfield code="w">(DE-627)477987478</subfield><subfield code="w">(DE-600)2174471-3</subfield><subfield code="w">(DE-576)9477987476</subfield><subfield code="x">8756-2308</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:32</subfield><subfield code="g">year:2015</subfield><subfield code="g">number:2</subfield><subfield code="g">pages:43</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">http://search.proquest.com/docview/1658883437</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_OLC</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SSG-OLC-WIW</subfield></datafield><datafield tag="936" ind1="b" ind2="k"><subfield code="a">85.00</subfield><subfield code="q">AVZ</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">32</subfield><subfield code="j">2015</subfield><subfield code="e">2</subfield><subfield code="h">43</subfield></datafield></record></collection>
|
author |
Sattar Bawany |
spellingShingle |
Sattar Bawany ddc 650 bkl 85.00 misc Business coaching misc Employee management relations misc Success factors misc Managerial skills misc Corporate culture Creating a Coaching Culture |
authorStr |
Sattar Bawany |
ppnlink_with_tag_str_mv |
@@773@@(DE-627)477987478 |
format |
Article |
dewey-ones |
650 - Management & auxiliary services |
delete_txt_mv |
keep |
author_role |
aut |
collection |
OLC |
remote_str |
false |
illustrated |
Not Illustrated |
issn |
8756-2308 |
topic_title |
650 ZDB 85.00 bkl Creating a Coaching Culture Business coaching Employee management relations Success factors Managerial skills Corporate culture |
topic |
ddc 650 bkl 85.00 misc Business coaching misc Employee management relations misc Success factors misc Managerial skills misc Corporate culture |
topic_unstemmed |
ddc 650 bkl 85.00 misc Business coaching misc Employee management relations misc Success factors misc Managerial skills misc Corporate culture |
topic_browse |
ddc 650 bkl 85.00 misc Business coaching misc Employee management relations misc Success factors misc Managerial skills misc Corporate culture |
format_facet |
Aufsätze Gedruckte Aufsätze |
format_main_str_mv |
Text Zeitschrift/Artikel |
carriertype_str_mv |
nc |
hierarchy_parent_title |
Leadership excellence |
hierarchy_parent_id |
477987478 |
dewey-tens |
650 - Management & public relations |
hierarchy_top_title |
Leadership excellence |
isfreeaccess_txt |
false |
familylinks_str_mv |
(DE-627)477987478 (DE-600)2174471-3 (DE-576)9477987476 |
title |
Creating a Coaching Culture |
ctrlnum |
(DE-627)OLC195832776X (DE-599)GBVOLC195832776X (PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0 (KEY)0178648220150000032000200043creatingacoachingculture |
title_full |
Creating a Coaching Culture |
author_sort |
Sattar Bawany |
journal |
Leadership excellence |
journalStr |
Leadership excellence |
lang_code |
eng |
isOA_bool |
false |
dewey-hundreds |
600 - Technology |
recordtype |
marc |
publishDateSort |
2015 |
contenttype_str_mv |
txt |
container_start_page |
43 |
author_browse |
Sattar Bawany |
container_volume |
32 |
class |
650 ZDB 85.00 bkl |
format_se |
Aufsätze |
author-letter |
Sattar Bawany |
dewey-full |
650 |
title_sort |
creating a coaching culture |
title_auth |
Creating a Coaching Culture |
abstract |
Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. |
abstractGer |
Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. |
abstract_unstemmed |
Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships. |
collection_details |
GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW |
container_issue |
2 |
title_short |
Creating a Coaching Culture |
url |
http://search.proquest.com/docview/1658883437 |
remote_bool |
false |
ppnlink |
477987478 |
mediatype_str_mv |
n |
isOA_txt |
false |
hochschulschrift_bool |
false |
up_date |
2024-07-04T02:35:58.580Z |
_version_ |
1803614220275679232 |
fullrecord_marcxml |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a2200265 4500</leader><controlfield tag="001">OLC195832776X</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20220215181635.0</controlfield><controlfield tag="007">tu</controlfield><controlfield tag="008">160206s2015 xx ||||| 00| ||eng c</controlfield><datafield tag="028" ind1="5" ind2="2"><subfield code="a">PQ20160617</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)OLC195832776X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)GBVOLC195832776X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(PRQ)p507-b98f2a2e1594ce1446aae3175ca50a30dd8fd1f989e79030311f4bacb858e67f0</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(KEY)0178648220150000032000200043creatingacoachingculture</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">650</subfield><subfield code="q">ZDB</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">85.00</subfield><subfield code="2">bkl</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Sattar Bawany</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Creating a Coaching Culture</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2015</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">ohne Hilfsmittel zu benutzen</subfield><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Band</subfield><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Today's new business environments demand a change in the traditional manager's role. Thus, managerial coaching in organizations has been perceived as an important function of managers for the development and growth of employees leading to performance improvement. According to the Centre for Executive Education, managerial coaching is about developing and maximising an individual employee's potential which will consequently impact positively on the organization's performance. Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. The GROW Model is deservedly one of the most established and successful coaching models. The GROW Model is an acronym standing for Goals, Reality, Options and Will, highlighting the four key steps in the implementation of the GROW Model. Consequently, coaching builds skills and capacities for effective working relationships.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business coaching</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Employee management relations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Success factors</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Managerial skills</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Corporate culture</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">Enthalten in</subfield><subfield code="t">Leadership excellence</subfield><subfield code="d">South Provo, Utah : Executive Excellence Publ., 2005</subfield><subfield code="g">32(2015), 2, Seite 43</subfield><subfield code="w">(DE-627)477987478</subfield><subfield code="w">(DE-600)2174471-3</subfield><subfield code="w">(DE-576)9477987476</subfield><subfield code="x">8756-2308</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:32</subfield><subfield code="g">year:2015</subfield><subfield code="g">number:2</subfield><subfield code="g">pages:43</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">http://search.proquest.com/docview/1658883437</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_OLC</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SSG-OLC-WIW</subfield></datafield><datafield tag="936" ind1="b" ind2="k"><subfield code="a">85.00</subfield><subfield code="q">AVZ</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">32</subfield><subfield code="j">2015</subfield><subfield code="e">2</subfield><subfield code="h">43</subfield></datafield></record></collection>
|
score |
7.3984547 |