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organizational behavior concept
organizational behavior concept
organizational behavior concept
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Build-A-Bear And Mentoring:
Building Mentorship Capability from Build-A-Bear Workshop
Build-A-Bear’s CEO, Maxine Clark, left her corporate career to follow her own vision. She is the founder of the Build-A-Bear empire and has had much success since starting the company in 1997. Her great success has put her at a perfect position to give back to others. She now serves as a mentor for young entrepreneurs and business students.
We will be interweaving the experiences Maxine Clark used in business throughout her career and how those experiences measure within the Career Stage Model as discussed in Chapter 17. Each of the team members will be discussing one of the four stages of the model in depth with many examples not only from Ms. Clark but other corporations as well. Our overall focus for each stage will be in the discussion of mentoring programs. We will provide examples and professional studies that discuss the differences between a formal mentor program or an informal mentor program. Below are the four stages and the team members that will be presenting each.
• The Establishment Stage (Brandon Witzel)
• The Advancement Stage (Yancy Jimenez)
• The Maintenance Stage (Josh Woods)
Although Maxine Clark had found several avenues of success throughout her career, she would come to a point in her life where that success would plateau and she would need a new adventure in her career. The Maintenance Stage to many is a misnomer in the concept of the career stage. In the Organization Behavior book it discusses this as career growth at a slower rate. It would seem that at this point in Ms. Clark’s career, she would find that new adventure that would take her career and mentorship to a new level in the creation of Build-A-B...
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...ounder - Build-A-Bear Workshop USA. Retrieved April 10, 2014, from http://www.buildabear.com/shopping/contents/content.jsp?catId=100003&id=100003
Maxine Clark to focus on public education after Build-A-Bear : Business. (2013, February 1). stltoday.com. Retrieved April 5, 2014, from http://www.stltoday.com/business/local/maxine-clark-to-focus-on-public-education-after-build-a/article_5c3d8ebe-1b91-553b-9248-d2cbffb92a8d.html
Maxine Clark: 'It's time for me to do this' - St. Louis Business Journal. (n.d.). St. Louis Business Journal. Retrieved April 6, 2014, from http://www.bizjournals.com/stlouis/blog/2013/01/maxine-clark-its-time-for-me-to-do.html?page=all
St. Louis, MO Other: AFWA - Maxine Clark - March 19th, 2014. (n.d.). STLtoday.com. Retrieved April 1, 2014, from http://events.stltoday.com/st_louis_mo/events/show/369427425-afwa-maxine-clark-march-19th-2014
Newman, Michael. Beginning a Mentoring Program. Pittsburgh, PA: PLUS (Project Literacy U.S.), 1990, pp. 34-43.
The professional developmental plan is used as an instrument to explicitly upgrade proficient development in career or business, manage and survey progress in career objectives. This paper will distinguish and survey aptitudes, qualities, and ranges for development including any assets important to help Learning Team B individuals achieve their profession goals. Utilizing the DISC assessment tool, my role as the leader is to address the qualities of all individuals from Team B and make a developmental plan taking into account singular objectives and giving vital assets to every part to accomplish desired objectives.
Both formal and informal coaching and mentoring activities occur in workplaces on a regular basis and are key aspects of workplace learning that enable individuals to develop their skills , understanding, experience and knowledge bases.
The career doldrums may also be associated with certain career stages. Careers are like lives in that they go through stages that frequently include transitions into new phases. One framework (Nicholson cited in Kidd 1998) for analyzing work transitions includes the following stages:
Niles, S. G. (2009). Career development interventions in the 21st century. Upper Saddle River, NJ: Pearson Education.
Harshman, Ellen M., Rudin, Joel P., Winter 2000. Corporate Mentoring Programs: Legal Landmines? Journal of Employment Discrimination Law, 15281337, Vol. 2, Issue 1. Retrieved from EBSCOHOST database October 15, 2005.
Career development should begin right after the individual is hired and all on-boarding training is concluded. An organization’s corporate culture has a lot to do with the career development of their employees. It should be stated and understood by new employees what is expected of them and are by the organization to attain different positions. One way to help new hires with career development is for the organization to have a mentor program in place. For the individual, they should have already established within themselves short-term and long-term goals to avoid being stuck in a rut or becoming overworked and underpaid.
With the development of the more organic and less formal organisational structures the role of mentors has shifted with these changes. Unlike previously where mentors where seen as formal trainers who taught newcomers the processes and got them acquainted with the cultures and the systems within the organisation. Which required good interpersonal skills and a good knowledge of the activity or tasks the mentee would have to undertake, and be able to effectively relay or demonstrate the tasks or activities to the mentee. As opposed to more recently where a mentor would have to be more of an emotional counselor and demonstrate more skills than were traditionally required from mentors in the past, such as being emotionally sensitive and sometimes employing diversity mentoring
“Organizational Management & Leadership A Christian Perspective” defines a mentor as “individuals that provide career guidance, advice, help with obstacles along the way and can explain off culture and politics or give insight into how to make a presentation to different managers within the organization.”
Pegg, M. (1999) The Art of Mentoring: How You Can Be a Superb Mentor. Chalford: Management Books.
The Closing Bell Speaker Series consists of lectures where presenters from different companies speak about professional development in areas that pertain to their career or a topic that they are passionate about. The purpose of this paper is to summarize two of the Closing Bell Speaker Series that I attended and to relate the information I was given to my own professional development. This paper will include a background of the speakers that presented, a summarization of their presentation, and my response to the information presented.
Given the current gender imbalance in the medical field, mentoring programs should consider the inclusion of both men and women as mentors, in order to offer high-quality one-to-one support for protégés. One national mentoring program, managed by the Women’s Leadership Forum, pairs 12 women in business with 12 mentors, and this kind of specific support could be used as a model for the medical field (DeLaat, p. 53, 2007). Another example from the business world comes from a Glass-Ceiling Initiative mentoring program which “brings together 100 outstanding women with 100 business leaders in a year-long, one-to-one relationship,” and this program could be seen as an effective model for a similar mentoring program in the medical field. Because of the uniqueness of the medical field, mentoring programs should consider pairing protégés and mentors as early as the final years of medical school, since so much networking and connection-building happens for medical students before they even pass their final
There is a fine line between leadership and being a mentor. Though some make these titles mutually exclusive, A believe mentoring to be a tool/ability of an effective leader. To be a great leader there is no way to circumvent the continued development of everyone in the organization. To aid in the quality of development and the willingness of those involved to grow, there are some practices that I will incorporate into my life. Within John Maxwell’s book Mentoring 101, he reveals many layers and subtopics on this overarching topic. We are going to focus on the specific concepts of increasing their self-esteem, seeing who they can be, making people development a top priority, checking in systematically, and showing transparency. Focusing on
Each individual’s career path is distinctive and depends upon the individual’s outlook, behavior, work experiences, and activities. The incentives associated with career development are universal and include increasing one’s earning potential and acquiring additional skills and abilities that are attractive to any organization. Training and development are important factors in helping individuals develop talent, motivation, and leadership skills that will contribute to a successful personal and professional career.
Mentoring program becomes instrumental and breakdown barriers as employees are interacting and carrying out the organization’s vision. This allows employees to interact with employees of different cultures and backgrounds with the goal that one will learn more about the individual.