Mentor programs: Making the right moves.
ABSTRACT Mentoring programs can serve to provide junior-level managers with both technical and interpersonal skills, instruct them in the ways of the corporate culture, and acclimate the protégé to the values and expectations of the company. The development of a mentor program is discussed in relation to the program goals, criteria for selection, and methods of mentor/protégé interaction. Recommendations include communication of program goals to all participants, continuous evaluation, and the use of a long-term test period. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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ABSTRACT: Mentoring became part of the Army's lexicon in 1985, when the Chief of Staff of the Army, General John C. Wickman, Jr., challenged every leader to be a mentor to his or her subordinates. Mentoring soon emerged as a primary concept in the doctrine for professional development of the Army's future leaders. The phenomenon of mentoring was not clearly conceptualized, and as a methodology for the development of leaders it is a poorly understood concept. This paper attempts to gain an insight into the mentoring process by analyzing the perspectives of military professionals and civilian academicians. A 'traditional' concept of mentoring, supported by both military and civilian perspectives, is the basis for an analysis of two generally accepted, successful mentor-protege relationships to establish its utility. This 'traditional' concept is then compared with mentoring as it is currently being practiced, as revealed in recent studies on mentoring in the military. The study concludes that mentoring as it is currently being practiced, as revealed in recent studies on mentoring in the military. The study concludes that mentoring means one thing to some and something else to others. The functions of coaching, role modeling, sponsoring, and related activities currently being practiced are not mentoring. They are only some of the many functions practiced by mentors. Therefore, although the concept of mentoring is valuable from an academic perspective, it has limited value to the Army as doctrine for professional development of leaders and should be eliminated from the Army's lexicon.04/1990;
Article: The dark side of mentoringAustralian Educational Researcher 08/1997; 24(2). · 0.29 Impact Factor
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ABSTRACT: In the beginning, organisations were exceedingly simple. There were chiefs and tribes, or kings and subjects or owners and tenants or bosses and workers. With the advent of the Industrial Revolution, it got more compli-cated. There were stockholders, board of directors, of-ficers and employees. Now it is too complicated - with stakeholders and/or, shareholders, chairman of the boards and/or chief executives, corporate presidents and/or chief operating officers, assorted vice presidents, managers and employees. Naturally, the modern organisation - being complicated, even Byzantine - is much more subject to trouble, or even breakdowns, than its predecessors, says Bennis.Equal Opportunities International 12/1993; 12(4):14-21.