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Human behavior is a very complex and immeasurable area.

It is thought to be affected by genetics, perceived behavioral controls, attitude, and societal norms. On the other hand, economics has a straightforward and well worked out theory of human behavior where individuals are taken to be influenced by both preferences and constraints like budget and time. In the case of Nairobi the school of tomorrow, Jim, the leader in management interacts with his followers, peers, seniors, and others; whose support he needs in order to accomplish the school goals. To gain their support, Jim understands and motivates them. To understand and motivate people in this complex working environment, leaders must know and understand human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and customs differ from country to country and even within group to group, but in general, all people have a few basic needs. As a leader, Jim understands these needs because they can be and are in the case of Nairobi the school of tomorrow powerful motivators. As leader, Jim needs to understand what constitutes leadership skills and how to choose human behavior preferences. The question is always asked whether leaders really know and understand about what inspires someone to get out of bed in the morning and want to go to work. When a leader understands this it can make the difference between frustration and joy, mediocrity and greatness, failure and success. As a leader, Jim understands human motivation and dynamics which impacts in the organizational work environments, performance and satisfaction. There have been different approaches to profiling people on the basis of personality types in order to identify their strengths and weaknesses as the members of a team. When Meredith Belbin first discovered the patterns of Team Role behaviors, these were concepts which had not previously been identified. This meant that they required new terms. The use of Belbin team roles concept is such that staff can use its neutral language to describe behaviors, situations and relationships which might otherwise be difficult to articulate. Unlike others researchers in the earlier days of psychology, Abraham Maslow's based his theory of human behavior and human needs on creative people who used all their talents,

potential, and capabilities). Maslow felt that human needs and behavior were arranged in a hierarchical order that could be divided into two major groups: basic needs and metaneeds (higher order needs). With regard to the Nairobi School of Tomorrow, the management has obviously recognized the basic needs associated with staff as well as pupils, namely basic Needs which are physiological, such as food, water, and sleep; and psychological, such as affection, security, and self-esteem. The being needs have also been met which include justice, goodness, beauty, order, unity, etc. These needs are normally listed in a hierarchical order in the form of a pyramid to show that the basic needs (bottom ones) must be met before the higher order needs and is diagrammatically illustrated as follows:

To summarize this part, it can be understood that Nairobi the School of Tomorrow through their leadership as well as sense of belongingness and accountability have contributed to form part of a brilliant team whereby there is a balance of primary roles.

Thus, it can be found that when team members know their roles, they work to their strengths and actively manage weaknesses. Thus, using Belbin team roles, for example, it can be found that there is a co-ordinate or Shaper as a leader with a team that stimulate and bring forward ideas as well as evaluators to maintain honesty and clarity in the way the organization is managed with more than one implementer, team worker, resource investigator or finisher to make things happen. Communication is a continual process that involves the sending and receiving of messages via different channels. Just like a channel on a television, sometimes static or interference gets in the way of information being relayed. This static is referred to as a barrier or filter. There are a variety of barriers and filters involved in the communication process as shown below:

When the communication loop brakes down, it means that the sender was not "congruous" in his/her use of combining the content (words) with the tonality (sound of voice) and the body language (movement). If, for example, communication can be assumed to equal 100%, only 7% or so of the processing of communication comes from the content or words. Another 38% comes from the tonality, modulation, speed, pitch of the voice used to communicate.

However, a whopping 55% comes from what can be seen physically through the communicator, his/her body language, posture, gestures, and eye contact. That means that to see the person with whom someone is communicating to get the most understanding from the interchange. To sum up, it can be stated that humans have a primal need to communicate which has been so professionally done by Nairobi school of tomorrow that use the communication loop to communicate and when it breaks, they have the primary responsibility for mending the break. There are five key elements of active listening. They all help to ensure that people are heard. This is through paying attention to the speaker, showing the people that the listener is listening actively through the provision of feedback as well delaying judgments until the end of the message and responding appropriately afterwards. It takes a lot of concentration and determination to be an active listener. Old habits are hard to break. Thus, listeners need to be deliberate with their listening and remind themselves frequently that their goal is to truly hear what the other person is saying. As well as asking questions, reflecting, and paraphrasing to ensure the listener understands the message. If thats not the case, then, f you don't, and then the listener will find that what someone says and what the listener hears can be amazingly different. Thus, Nairobi school of tomorrow have started by using active listening to become a better communicator, improving their work environment with workplace productivity, and developing better relationships. One of the most significant changes is the requirement for quality objectives, that is, requiring that quality objectives be established at each relevant function and level within an organization. The manner in which quality objectives are established and managed will have an enormous impact on the organization's performance. The quality objectives will either drive strategic improvements throughout the organization, significantly elevating the importance of the quality management system, or they'll simply become a meaningless exercise in data collection. It all depends on how the task is carried out.

Like, for example, Nairobi school of tomorrow can be find the basic requirements for quality objectives which are quite simple, establish quality objectives at relevant functions and levels, making sure they're measurable, including objectives needed to meet product requirements, communicating to all personnel the meaning of the objectives and how each person helps to achieve them and finally, during management reviews, evaluate the need for changes to quality objectives. In order to survive, Nairobi school of tomorrow has to recognize that to survive and prosper in these tough times, they as an organization have to be performing at the highest level of effectiveness. This means leadership skills, decision-making, staff relations, creativity, stress and time management, meeting control or sensitive issue handling, has to be of the very highest order. The Chartered Institute of Personnel and Development (CIPD) lists some characteristics of coaching in organizations that are generally agreed on by most coaching professionals, which are that it consists of one-to-one developmental discussions providing people with feedback on both their strengths and weaknesses aiming at specific issues/areas focusing on focusing on the improvement of performance and enhancing individuals skills. A mentor is usually more experienced and qualified. Often a senior person in an organization who can pass on knowledge, experience and open doors to otherwise out-ofreach opportunities compared to coaching which is generally not performed on the basis that the coach needs to have direct experience of their clients formal occupational role, unless the coaching is specific and skills-focused. Individual and management development can take place in many forms, some delivered by team leaders, managers and some by internal or external coaches, or mentors. Coaching is the helping process where assistance is provided to another person to improve awareness, set and achieve goals in order to improve a particular behavioral performance. On the other hand, mentoring is the process of helping to shape an individuals beliefs and values in a positive way which is often for a longer term career relationship from someone who has done the process before, thus helping an individual to improve performance by resolving situations from the past.

Coaching
1. Coaching generally deals with task, it only undertakes some issues management, communication like proper proper and

Mentoring
1. Mentoring

focuses

on

relationship, which helps t build friendly enviroment so that mentoree is comfortabl to share everything with mentor. Many other tings are used in order to have a proper relation ship which is out of certain things like balancing work life, self confidence and self perception. 2. Mentoring is for a long period of time. mentoring The main aim of is to have a

strategically thinking this is the duty of coach so that it is easy for coachee to improve himself. 2. Coaching is just for a short period of time. Coach and coachee are in relation for a short period of time. Shortest can be some session otherwise depending on its requirement in raltion to the main purpose of the coaching. 3. Coaching performance depends in order on to

successful relation between the mentor and mentoree which enable mentoree to open up and share as much as things possible or any or any other issue. This relation lasts for 9 12 months. 3. Mentoring depends upon

improve the performance of an individual so that individuals performance can be improved by training and providing new skills.

devlopment. It believes in developing employee present and future and mentor is

4. There is no particular plan, pattern or design required for this. Coaching can take place anytime, anywhere until and unless this is no large group involved for coaching in such cases certain tools and techniques are used that is easy to implement. 5. In coaching is the critical coachees They

responsible for this though there is no relation between the manager and mentor as a result there are never any issues between mentor and manager. 4. Mentoring is a lonf term programme so a pattern is designed that emphasis on relations. 5. Here the immediate manager is not direct participant. He gives continous feedback in order to make preoper utilization to mentoring experience because there is no direct contact between mentor and manager which maintains the integrity of the relationship.

manager immediate

manager.

provide feedback on the ares of lacking where there can be improvement made with the help of coaching.

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