Self-Designed Coaching Course of Independent Training for Industrial Research Paper

Self-Designed Coaching Course of Independent Training for Industrial Supervision - Research Paper Example One of the most fundamental skills that can be provided to newly hired supervisors on an industrial work site is understanding how to build a positive, unified organizational culture in order to gain follower commitment to the achievement of strategic goals and imperatives. Whether a safety culture committed to zero incidents or whether a culture of ethics designed to provide human capital advantages in relation to establishing a corporate name positively linked with social responsibility, supervisors must maintain knowledge in sociological and psychological domains to facilitate more effective interpersonal relationships with a variety of internal and external stakeholders. This report describes the rationale and intention behind a proposed independent training program with an emphasis on coaching in order to provide newly-hired supervisors with the skills and attitudes necessary to become more effective leaders. Coaching, in this context, is defined as recurrent conversations betwe en organizational stakeholders emphasizing opportunities for improvement and development, â€Å"aimed at exerting a positive influence on awareness, performance, and behavior† (CCMI 2010, p.2). 2. The rationale for Undertaking Supervisory Training Coaching establishes a partnership perception between trainees and the instructor, unlocking the potential for maximizing managerial performance and establishing clarity for how to overcome behavioral barriers to effective management processes. Industrial management differs from many other business industries, as industrial workplaces require more stringent control systems to ensure compliance as a matter of reducing liabilities (safety fulfillment), to meet oftentimes inflexible deadlines for work completion, and often require the supervisor to maintain centralized, top-down authority systems that negate shared decision-making. Concurrently, the supervisor will require blended knowledge of psycho-social, human behavioral characteri stics in order to gain followership and commitment to achieving short- and long-term strategic goals. The managerial demands imposed on supervisors on an industrial worksite require that the manager is given training that will construct or enhance pre-existing knowledge regarding managerial psychology in order to facilitate the development of an appropriate, cohesive organizational culture. Under respected models of human behavior, in order to gain meaningful commitment from stakeholders, managers must establish a priority sense of social belonging and enhance self-esteem development in order to gain inherent desire to achieve the maximum of individual performance (Maslow 1998; Morris and Maisto 2005). However, at the same time, much of the tangible work conducted on an industrial site demands stringent compliance measures to remove risks from the business model and ensure strict adherence to project deadlines. This is what complicates the process of industrial supervision over that of other industries, as the supervisor must maintain diverse and flexible leadership philosophies that effectively blend autocratic management with human-centric characteristics. This is why training on an industrial worksite is so critical for newly-hired supervisors.