To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study was to identify coaching strategies that can be implemented by organisations in order to ensure the retention and development of employees. Businesses have to rely on employees to help them achieve financial growth, outperform their competitors, produce innovative products and to achieve long-term goals. These tasks would be impossible to achieve if the interests of employees were neglected. It was established from the literature survey that the coaching style of leadership involved more than simply training managers in coaching skills. A whole new coaching culture needed to be implemented in businesses in order to bring about change. Coachees rely on effective coachers to provide guidance and to demonstrate the skills needed. Based on various models in the literature survey a coaching model was formulated. The empirical survey was conducted at five selected companies in the Buffalo City Municipal area. A theoretical model for organisational coaching was developed and tested by means of a questionnaire. It emerged that employees at lower levels had not been involved in any form of coaching.

Introduction: At the time of this study, Lumotech (Pty) Ltd did not have a formal mentoring programme. This study evaluated the requirements of such a programme in order to formulate an implementation strategy. Rational: The main research problem addressed in this study was to identify the factors that contribute to creating a formal mentoring programme at Lumotech (Pty) Ltd. To achieve this objective, sub-problems were identified and addressed. The sub-problems identified were addressed through a literature review, an empirical study and the formulation of a strategy for the implementation of a formal mentoring programme. Goals/Objectives: This paper attempts to create a strategy for implementing a formal mentoring programme at Lumotech by answering a series of research questions.

Mentoring facilitates the transfer of tacit knowledge from one individual to another within organisations. The effective transfer of tacit knowledge, through the mentorship process, provides organisations with a competitive advantage. There are a number of challenges experienced by organisations in the tacit knowledge transfer process. Challenges such as time, impact on productivity, ease of transfer and storage of such valuable knowledge. Social media provides a platform for communication, networking and capabilities that allow users to store multiple content such audio, video, image and text. Social media also consists of interactive networks which provide a learning platform that allows reading, editing or adding to existing content. This report explores the role of social media and the transfer of tacit knowledge in mentorship through qualitative and exploratory methodology. The focus of the study was on a single, global, multi-cultural organisation with an established mentorship program and with tacit knowledge transfer as one of its strategic objectives while also using social media capabilities internally and externally. A total of 14 in-depth Interviews were conducted with mentorship program participants and different influential structures in strategy, human resources, social media strategy, including knowledge management specialists within the organisation. While there is no doubt that mentoring facilitates the transfer of tacit knowledge, it is also evident that social media is a powerful knowledge management tool that scaffolds an interactive, knowledge-sharing culture within organisations. In addition, social media is not formally used in mentorship, this presents a huge opportunity to apply social media as a secondary mechanism to transfer and store knowledge in mentorship. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Business and Executive Coaching, Johannesburg 2018 / Client readiness was identified as a variable influencing and impacting the effectiveness of coaching interventions. An understanding of different variables influencing the coaching process was highlighted as significant in the advancement of knowledge in the coaching industry. The current study was to explore factors influencing clients’ readiness for executive coaching in South Africa. Semi-structured interviews were conducted with Executives and Senior Managers from corporate organisations. A narrative, qualitative analysis was used to gain meaning and understanding on the content of the data collected. Through the analysis, clients’ level of readiness as well as elements contributing to readiness were determined. According to findings of the study, readiness is defined as willingness from clients to want to make things better. This readiness is influenced by commitment, motivation to learn and change their behaviour as well as self-awareness. If a client is not willing or prepared, it was said that this influenced their eagerness and involvement towards a coaching intervention. The study further highlighted how clients are treated, acknowledged and appreciated as key components contributing towards their level of readiness. The coach, finding purpose in life as well as challenges they face as individuals were reported as additional elements of significance impacting readiness levels of clients. It can be concluded that measuring clients level of readiness together with factors contributing to this readiness is important for coaching interventions as well the development of clients. / XL2019

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The introduction of Affirmative Action Programmes in South Africa has left managerial development at the centre of management focus with the growing realisation that there is no quick fix. It is argued that, in order to make a substantial contribution to the managerial development process, management should not only seek to obtain the goals of the organisation, but first to obtain the goals of the individual within the organisation after which the first will follow. Against this background mentoring has been used successfully to develop high potential managers to build a diverse organisation and to foster the management of change. The study aimed to highlight not merely the many benefits to be gained from successfully implemented mentoring programmes, but also the many complexities inherent to the process. In the final analyses, mentoring programmes can only add value if the process and underlying critical success factors are understood. It is hoped that this research will result in more mentoring programmes being implemented across a broader spectrum of employees in order to create a sustainable and competitive advantage through the retention of knowledge and increased competencies of employees. The cost of such programmes is relatively low compared to their value if implemented correctly and may well hold the key to unlocking a wealth of talent. / AFRIKAANSE OPSOMMING: Die implementering van Regstellende Aksie Programme in Suid Afrika het bestuursontwikkeling op die voorgrond geplaas met die toenemende besef dat daar geen maklike oplossing voor is nie. Ten einde 'n substansiële bydrae tot die gebied van bestuursontwikkeling te maak sal bestuur nie alleenlik die doelwitte van die organisasie moet nastreef nie, maar ten eerste die doelwitte van die individue binne die organisasie moet nastreef waarna die eerste vanself sal volg. Teen hierdie agtergrond is mentorskapprogramme al suksesvol gebruik om potensiële bestuurders te ontwikkel, om diverse organisasies te bou en om die bestuur van verandering suksesvol te fasiliteer. Die werkstuk sal nie alleenlik die voordele van suksesvol geïmplimenteerde mentorskapprogramme uitlig nie, maar ook die komplekse aard daarvan onderstreep. Mentorskapprogramme kan slegs waarde toevoeg indien die proses en onderliggende kritiese suksesfaktore verstaan word. Die doel van die werkstuk is om mentorskapprogramme as bestuursontwikkelingstrategie te bevorder en sodoende 'n breër spektrum van werknemers te bereik ten einde volhoubare kompeterende voordeel te bewerkstellig. Die koste verbonde aan sulke programme is relatief laag in verhouding tot die waarde wat toegevoeg kan word indien dit korrek geïmplimenteer word en daar bestaan geen twyfel dat dit 'n belangrike bydra tot bestuursontwikkeling kan maak deur die talent wat wel bestaan te ontsluit nie.

Thesis (MPhil)--Stellenbosch University, 2011. / Low economic growth, high unemployment and debilitating poverty pose a major threat to the social fabric of South Africa. Entrepreneurship and the establishment of small businesses play a key role in stimulating the South African economy, creating jobs, uplifting living standards and overcoming the injustices of poverty. Compared with other developing economies, South Africa (SA) has one of the lowest entrepreneurial activity rates. Women small- and medium- enterprise (SME) owners, and particularly those from previously disadvantaged socio-economic communities, play a vital role in addressing this situation. There are a number of initiatives aimed at building the capacity of women SME owners in SA. The ILIMA Trust is one such initiative which, through its coaching and mentoring programme, supports women SME owners who come from previously disadvantaged socio-economic backgrounds, to start up and grow their enterprises. The work of the Trust is primarily focused on such women SME owners who receive financial loans from Masisizane, a sister company of the Trust. This research study aims to establish the stakeholder experiences of the ILIMA Trust‟s coaching and mentoring programme of Masisizane women SME owners and to identify ways in which it can be improved. The case study provides an in-depth description of the stakeholders‟ experiences of the ILIMA Trust‟s coaching and mentoring of the Masisizane SME owners. Several strengths of the coaching and mentoring programme are reported. Areas of improvement are pointed out and recommendations are made to strengthen the programme.

Thesis (MPhil)--Stellenbosch University, 2013. / Low economic growth, high unemployment and debilitating poverty pose a major threat to the social fabric of South Africa. Entrepreneurship and the establishment of small businesses play a key role in stimulating the South African economy, creating jobs, uplifting living standards and overcoming the injustices of poverty. Compared with other developing economies, South Africa (SA) has one of the lowest entrepreneurial activity rates. Women small- and medium- enterprise (SME) owners, and particularly those from previously disadvantaged socio-economic communities, play a vital role in addressing this situation. There are a number of initiatives aimed at building the capacity of women SME owners in SA. The ILIMA Trust is one such initiative which, through its coaching and mentoring programme, supports women SME owners who come from previously disadvantaged socio-economic backgrounds, to start up and grow their enterprises. The work of the Trust is primarily focused on such women SME owners who receive financial loans from Masisizane, a sister company of the Trust. This research study aims to establish the stakeholder experiences of the ILIMA Trust's coaching and mentoring programme of Masisizane women SME owners and to identify ways in which it can be improved. The case study provides an in-depth description of the stakeholders‟ experiences of the ILIMA Trust's coaching and mentoring of the Masisizane SME owners. Several strengths of the coaching and mentoring programme are reported. Areas of improvement are pointed out and recommendations are made to strengthen the programme.

Thesis (MPhil)--Stellenbosch University, 2013. / On 1 April 2011, Vodacom (Pty) Ltd. underwent major transformation, which resulted in changes to the organisation's purpose, vision, strategies and culture. In changing to a purpose-based organisation and its commitment to being a learning organisation, a culture change is required in order for the organisation to meet its strategic objectives. Organisational change at this large scale can be difficult and unsettling and the transition to the new way of doing things requires hardwiring of new learning through awareness and action. Coaching, as a modern day management practice, is increasingly becoming an intervention of choice in organisations undergoing change and the current body of knowledge shows that coaching plays a vital role in the speed and transition of change during system-wide organisational change. Managers play a pivotal role in meeting the organisation's objectives by displaying and operationalizing the new behaviours required to bring Vodacom’s vision of a purpose-based organisation to life. Managers have to align their behaviours to the new culture and managers must be helped to fulfil their roles in creating a purpose-based organisation. This research study is important as the findings show that coaching created an awareness of the organisational changes and contributed in a meaningful way by accelerating the change in behaviours.

Thesis (MPhil)--Stellenbosch University, 2012. / Blue-collar workers should be seen as the most valuable asset of any organization, as they normally constitute the majority of employees within South African companies. Therefor cognisance should be taken to enhance the performance and productivity levels of these employees through coaching. In the past, it seemed, as if the emphasis was more on coaching the higher echelons of employees than on the coaching of blue-collar workers. The current South African crisis within the mining industry has highlighted the need for organisations to adopt a new vision in dealing with blue-collar workers. The integration of coaching into the existing employee assistance frameworks can create the necessary impetus for building sustainable changes within these ranks. An extensive literature review investigated the possibility of coaching blue-collar workers as well as the inclusion of coaching into existing employee assistance programs. It was evident that little research was done on coaching of blue-collar workers. By using a qualitative approach and through exploratory research, coaching sessions were done with the aim of improved performance for these workers. This research outlines a framework for blue-collar coaching that enhances performance and effectiveness of these workers. These improvements in performance could be seen as a catalyst for improved production for mining houses and other corporate businesses. The participants in this research either referred themselves to the employee assistance program (EAP) or they were referred by their manager for a performance or work related problem. This could be an indication that EAPs will have to look at a more integrated approach to incorporate a wider range of services, such as coaching. This research could therefore be a uniquely useful tool for organisations endeavouring to purchase EAPs in future. This research further explored the coachability of blue-collar workers with relation to their level on Maslow’s hierarchy of needs as well as exploring their ability to transfer this learning back to their respective places of work. Furthermore recommendations were made in this study for future research, for blue-collar coaches as well as for existing EAP service providers.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Small, Medium and Micro enterprise (SMME) development was identified by the South African government as a priority for creating jobs to solve the problem of the high unemployment rate in South Africa. The government focused primarily on SMMEs in previously disadvantaged communities. SMME training can be approached from different angles. The main areas of concern are: • Business skills training o Covers all the conventional management training areas in a business • Technical skills training o Addresses the ability to use knowledge or techniques of a particular discipline to attain certain ends • Entrepreneurial skills training o Involves the birth and growth of a business enterprise and includes, among other entrepreneurial traits, creativity and innovation, risk propensity and need for achievement. If small business owners are not in a large team environment, with colleagues to offer advice and tasks being covered by people with different strengths, then it is hardly surprising that they make wrong moves in business. This supports the idea that learning from the real experience of a mentor who has been in business proves to be an effective training model for the SMME environment. A number of initiatives are aimed at building the capacity of small business owners in the Western Cape, South Africa. This study will focus on a new initiative presented by the Small Business Academy (SBA) at the University of Stellenbosch Business School (USB). This initiative is an entrepreneurial development programme for small business owners from Khayelitsha, combining an academic training programme with a mentoring programme in one single development programme. The programme was a pilot programme and needed to be evaluated throughout the process. The aim of the study was to evaluate the pilot programme in terms of the selection of participants and mentors, the academic training programme and the mentoring journey. The study proves to highlight the successes of the programme as well as adjustments needed to improve its effectiveness. The evaluation of the programme was crucial for the following critical reasons: • To ensure success and growth of the programme and its expansion to other parts of South Africa and Africa in the future.• To ensure future funding for the programme, as it is at present subsidised by the USB and corporate sponsorships. • To ensure the necessary adjustments to the programme in order to improve its effectiveness. Key findings of the programme were that the pilot programme was extremely successful in all three aspects evaluated. The best of the best were selected, the participants excelled academically and the programme achieved a graduation rate of sixty seven per cent. The mentoring journey had an immense impact on the participants’ view of approaching their way of doing business.