Hughes, Barry (2009) Introduction of a coaching culture into an organisation. Undergraduate thesis, Dublin, National College of Ireland.
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The current economic climate has had a significant effect on the amount of money being put into third level institutes across the country. This has resulted in Trinity College Dublin cutting most of its budgets, in particular the training and development budget within the university. One way to deal with this crisis is to introduce a coaching culture. The ideal behind a coaching culture would be that individuals across the organisation at all levels can share
their knowledge and experiences. A coaching culture within an organisation is a culture where not only formal coaching occurs, but also where most people use coaching behaviours as a means of managing, influencing and communicating with each other. Creating a coaching culture that is embedded, demonstrates a progressive organisation that places much emphasis on staff development.
Why introduce a coaching culture? To many people, the talk of a coaching culture seems far removed from the practical reality of their working lives. However, the Chartered Institute of Personnel and Development (CIPD) survey revealed that those skeptics are increasingly in a minority. In the survey, 80% of respondents agreed that a coaching culture will only work well in a culture that supports learning and development.
There is growing academic support for the view that developing a coaching culture can yield significant organisational benefits. The Harvard Business Review (2004) had an article by Sherman and Freas which argued the case for a coaching culture in this way. "When you create a culture of coaching, the result may not be directly measurable in dollars. But we have yet to find a company that cannot benefit from more candour, less denial, richer communication, conscious development of talent, and disciplined leaders who show compassion for people." This thesis will examine why and how a coaching culture should be introduced into 3rd level institutions, taking Trinity College Dublin as an example.
|Item Type:||Thesis (Undergraduate)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Coaching
H Social Sciences > HF Commerce > Personnel Management
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Organisational Behaviour > Organisational Culture
|Divisions:||School of Business > BA (Honours) in Human Resource Management|
|Depositing User:||Aisling Gorby|
|Date Deposited:||16 Apr 2010 08:29|
|Last Modified:||26 Nov 2014 13:45|
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