Coaching for Managers and Engineers (Management and Industrial Engineering)

✍ Scribed by Carolina Machado (editor), J. Paulo Davim (editor)

• Publisher: Springer
• Year: 2021
• Tongue: English
• Leaves: 139
• Category: Library

✦ Synopsis

This book communicates the latest developments and thinking on the coaching subject worldwide. It presents insights into coaching in the management and engineering field on an international and transnational scale. The chapters contain innovative models, processes, strategies and uses, as well as the most recent research activities relating to coaching. This book highlights key issues and uses related to coaching for managers and engineers.

✦ Table of Contents

Preface
Contents
About the Editors
From Theory to Practice—in Search of Theoretical Approaches Leading to Informed Coaching Practices
1 Introduction
2 Coaching—to Be or not to Be…in Search of a Possible Definition for Coaching…
3 Coaching Comparison with Other Types of Intervention
4 Types of Coaching
5 Different Coaching Approaches
6 Outcomes of Coaching
References
Building Blocks of Coaching Project Managers
1 Introduction
2 A Quadrangular Relationship Between the Organization, Coach, Project Manager, Project Team
2.1 Coach–Project Leader Relationship
2.2 Project Leader–Team Relationship
3 Principles for Designing the Facilitation Process of Coaching Project Leaders and the Team
4 Constructs Used in Coaching Project Leaders
5 Conclusion
References
Socialization Coaching: An Application for Welcoming and Integrating People (“The Point Out of the Curve”) Without Homogenizing
1 Introduction
2 The Point Out of the Curve: The Reasons for Coaching That Acknowledges And Accepts People Active in the Socialization Process
3 Convergences and Complementarities of Coaching and Socialization That Accompanies the Active Choices of People Who are Integrated
4 The Socialization Coach That Welcomes and Accepts People Without Homogenizing
5 The Application of Coaching to Welcome and Integrate Without Homogenizing
6 Stage I: Introduction, Opening, and Generation of Trust
6.1 Step 1: The Introduction, The Opening, and The Generation of Trust
7 Stage II: Exploration, Understanding and Interpretation—Steps 2, 3, and 4
7.1 Step 2: The Demands Of The New Employee
7.2 Step 3: The Present Situation
7.3 Step 4: Reinterpretation of the New Employee Demands
8 Stage III: Expansion—Steps 5 And 6
8.1 Step 5: Projection of Actions
8.2 Step 6: Role Performance
9 Stage IV: Closing—Step 7
9.1 Step 7: Final Reflections and Closing
10 We Are All a Point Out of the Curve: Recognize, Welcome, and Accept so that the New Collaborator Wants to Integrate Without Homogenizing
References
Coaching for All—New Approaches for Future Challenges
1 Introduction
2 Coaching in Society and the Relevance of Values
2.1 The Relevance of Values
2.2 The Relevance of Self-Awareness
3 Goal Setting and Psychological Resources
References
Prone to Follow, Eager to Lead: Millennials as the Ultimate Commodity on the Job Market
1 Introduction
2 Mirror on Millennials—a Categorization
3 Millennials in the Workforce—Challenges in the Workplace
4 Leadership and Followership Patterns in Millennials
5 The Helicopter Parenthood, Core of Millennials’ Followership and Leadership Patterns
6 A Multigenerational Workforce: Coaching Inputs to Human Resource Management
7 Conclusion
References
The Dark Side of Human Resources Management: The Perceptions of Different Organizational Actors
1 Introduction
2 Theoretical Underpinnings
3 Methodology
4 Malpractices in HRM: Some Perceptions
4.1 First Dimension: Perception of HRM
4.2 Second Dimension: Perception About the HR Director and Other Managers
4.3 Third Dimension: Perception of Determinants of the Position of HR Director
5 Conclusion
References
Correction to: Coaching for Managers and Engineers
Correction to: C. Machado and J. P. Davim (eds.), Coaching for Managers and Engineers, Management and Industrial Engineering, https://doi.org/10.1007/978-3-030-71105-4
Index