:lol: :lol: :lol: :lol: :lol: :lol: :lol: :lol: :lol: :lol: :lol:
Some insight on Mentoring
The history of mentoring began with Greek mythology some 2500 years ago. In Homer's "Odyssey" Mentor was the name of the teacher of Telemachus, the son of Odysseus. Homer described Mentor as a "wise and trusted counselor".
When Odesseus went on long voyages, Mentor also had to look after Odysseus' household and act as father to Telemachus. Mentor was thus more than a teacher. He was the union of both path and goal.
The mentor has the greater experience, knowledge and wisdom. This does not make the mentor superior, but only shows that he/she is further on the path of learning.
Mentoring is a unique partnership set up by [or for] two people. Since the partnership is unique, the 'rules' change with each mentoring relationship and are agreed between the mentor and the mentee. It is a relationship shaped by the wishes, needs and aspirations of the mentee and by the skills and experience of the mentor. It entails help by one person [the mentor] given to another [the mentee] in achieving transitions in work, knowledge, thinking and personal and managerial effectiveness. It provides a relationship in which the mentor assists the mentee to develop and learn within a safe and supportive, yet challenging, environment.
The role of the mentor and the act of mentoring have been variously defined in the literature as:
· a wise and trusted adviser and guide
· a critical friend
· a defined relationship where one professional assists the personal and career development of another, outside the normal hierarchical relationship of the manager/managed
· an advisory relationship between a manager and, usually, a respected senior individual who provides guidance and advice on processes, organisational policies and the way to do things generally
· a protective relationship in which experimentati on, exchange and learning can occur and skills, knowledge and insight can be developed
· a person who oversees the career and development of another person, usually a junior, through teaching, counselling, providing psychological support, protecting and, at times, promoting and sponsoring
· a major catalyst for development in a new ma nagement role and in helping the transition from dependency to greater autonomy and self-confidence.
Some typical benefits to a mentor:
· personal learning and reflection: broader perspectives, the development of new insights about problems and a better understanding of others' needs and requirements
· a chance to step outside normal routine, to become more objective and to learn to question one's own assumptions and mental models.
· satisfaction in contributing positively to individual and organisational development
Some typical benefits to a mentee:
· fundamental shifts in personal skills and self-awareness
· the development of a lifelong approach to self-directed learning
· enhanced acquisition of managerial competence
· the development of networks across a broader spectrum than that provided by the normal environment
· enhanced capacity to make sense of and apply learning within the organisational context
· enhanced ability to source new ideas and practices from outside the organisation and integrate them
· enhanced self-awareness, autonomy and self-confidence.
To an organisation:
· support for managers in the process of implementing learning in the workplace
· further improvement of services through a process of integrating new ideas from individual learning and research, developed though a continuous learning approach
· enhanced collaboration within the health and social care sector and between the sector and outside organisations.
However there are certain things to be kept in mind:
- Mentoring is a 'two-way' process. Mentoring is not just about the mentor 'giving' and the mentee 'taking'.
- A mentoring relationship needs reasonably frequent and consistent contact.
- Poor mentoring can be worse than no mentoring. Poor mentoring damages self-confidence and drains enthusiasm.
From India, Coimbatore
733Some insight on Mentoring
The history of mentoring began with Greek mythology some 2500 years ago. In Homer's "Odyssey" Mentor was the name of the teacher of Telemachus, the son of Odysseus. Homer described Mentor as a "wise and trusted counselor".
When Odesseus went on long voyages, Mentor also had to look after Odysseus' household and act as father to Telemachus. Mentor was thus more than a teacher. He was the union of both path and goal.
The mentor has the greater experience, knowledge and wisdom. This does not make the mentor superior, but only shows that he/she is further on the path of learning.
Mentoring is a unique partnership set up by [or for] two people. Since the partnership is unique, the 'rules' change with each mentoring relationship and are agreed between the mentor and the mentee. It is a relationship shaped by the wishes, needs and aspirations of the mentee and by the skills and experience of the mentor. It entails help by one person [the mentor] given to another [the mentee] in achieving transitions in work, knowledge, thinking and personal and managerial effectiveness. It provides a relationship in which the mentor assists the mentee to develop and learn within a safe and supportive, yet challenging, environment.
The role of the mentor and the act of mentoring have been variously defined in the literature as:
· a wise and trusted adviser and guide
· a critical friend
· a defined relationship where one professional assists the personal and career development of another, outside the normal hierarchical relationship of the manager/managed
· an advisory relationship between a manager and, usually, a respected senior individual who provides guidance and advice on processes, organisational policies and the way to do things generally
· a protective relationship in which experimentati on, exchange and learning can occur and skills, knowledge and insight can be developed
· a person who oversees the career and development of another person, usually a junior, through teaching, counselling, providing psychological support, protecting and, at times, promoting and sponsoring
· a major catalyst for development in a new ma nagement role and in helping the transition from dependency to greater autonomy and self-confidence.
Some typical benefits to a mentor:
· personal learning and reflection: broader perspectives, the development of new insights about problems and a better understanding of others' needs and requirements
· a chance to step outside normal routine, to become more objective and to learn to question one's own assumptions and mental models.
· satisfaction in contributing positively to individual and organisational development
Some typical benefits to a mentee:
· fundamental shifts in personal skills and self-awareness
· the development of a lifelong approach to self-directed learning
· enhanced acquisition of managerial competence
· the development of networks across a broader spectrum than that provided by the normal environment
· enhanced capacity to make sense of and apply learning within the organisational context
· enhanced ability to source new ideas and practices from outside the organisation and integrate them
· enhanced self-awareness, autonomy and self-confidence.
To an organisation:
· support for managers in the process of implementing learning in the workplace
· further improvement of services through a process of integrating new ideas from individual learning and research, developed though a continuous learning approach
· enhanced collaboration within the health and social care sector and between the sector and outside organisations.
However there are certain things to be kept in mind:
- Mentoring is a 'two-way' process. Mentoring is not just about the mentor 'giving' and the mentee 'taking'.
- A mentoring relationship needs reasonably frequent and consistent contact.
- Poor mentoring can be worse than no mentoring. Poor mentoring damages self-confidence and drains enthusiasm.
From India, Coimbatore
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Ashwathappa ppts part 2.zip.zip
The art of mentoring.pdf