Coaching as an Od Intervention

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Business Administration Department

Coaching As an OD Intervention

Submitted by:

September,
2012

Introduction
Today, organizations everywhere are seeking talented individuals who can lead in an ever-increasingly complex and demanding world. Leaders are being asked to execute their agenda in more complex environments. This era of globalization demonstrates coaching as one of the approaches that give benefits for both organization and individuals in achieving their desired goals. When good coaching is practiced, the whole organization will learn new things more quickly and therefore can adapt to changes more effectively.

Now, with the popularity and increasing practice of empowerment, as well as a deeper understanding of how people learn, the performance benefits of coaching are becoming more widely known and accepted. Rather than being peripheral, coaching is seen as having clear and unique advantages as a key development technique. Coaching guide and support employees leading to increased employee performance.

This paper explores the nature of coaching as an OD intervention. It concentrates on the different aspects of the coaching process during periods of change, that develop employees’ performance and thus enhancing the organization’s overall effectiveness. The first part begins with defining the concept of coaching and the success factors for its implementation. Then a proposed agenda for steps to guide OD practitioners during the coaching process is presented. Finally, the core competencies required to carry out the coaching process effectively are explained.

Defining coaching
Coaching is an intervention that has been readily embraced by many organizations to optimize and capitalize on the potential of people. For some organizations this has involved using coaching as an approach to develop its people; however, for other organizations, a more integrated approach is utilized to bring about more extensive change.

Coaching is



References: Audet, J., & Couteret, P. (2012). Coaching the entrepreneur: features and success factors. Journal of Small Business and Enterprise Development, vol. 19, pp. 515 – 531. Burdett, J. O. (1998). Forty things every manager should know about coaching. Journal of Management Development, vol.17, pp.142 – 152. International coaching federation website. Coaching core competencies (2011). Retrieved August, 2012 from http://www.coachfederation.org Melvin S., Ellen B., & Boyatzis, R. (2009). Coaching for sustained desired change .Research in Organizational Change and Development, Vol. 17, pp. 145 – 173 NHS Scotland. The Organizational Development Toolkit (2001). Retrieved August, 2012 from http://www.knowledge.scot.nhs.uk Oliver, D. H., Church, A. H., Lewi, R., & Desrosiers, E. (2009),"An integrated framework for assessing, coaching and developing global leaders". Advances in Global Leadership, Vol. 5, pp. 195 – 224 Winifred, T. J. (2008). Using coaching to impact success of organizational change initiatives. PhD dissertation, Royal Roads University. Retrieved From ProQuest information and Learning Company.

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