The salient organizational development challenge in modern times is that of building a highly engaged workforce that is committed, productive and innovative. Employees wish to give their very best at work. Organizations also make every effort to provide an atmosphere where people can do their best. However, despite intensive efforts from both sides, engagement still remains elusive. This book emphasizes the role that the employee and the institution need to play, in order to make people engagement possible. It spells out a novel engagement paradigm that starts from the fundamentals i.e. the intrinsic nature of the human being and the basic nature of organizational work in modern society. The text goes on to identify an appreciative culture and a holistic structure as the two foundational pillars that support people engagement in organizations. The engagement capabilities that are required for fulfilling the responsibilities at each organizational level are then articulated in great detail. Through numerous originally developed process frameworks, accompanied by several comprehensive organizational case studies drawn from across the world, the book illustrates how people engagement actually happens in practice. The goal is to show how organizational vitality may be seamlessly created alongside individual fulfillment.
Chapter 12: Mentorship Mastery
The Director's Mandate of Mentorship
Source: Samatvam Academy
Institutions employ people in order to pursue their mission and vision. The need to consistently achieve goals in a dynamic environment necessitates their continual growth and development. This state-ment rings more true as one ascends the hierarchy of accountability, particularly at the executive levels.
The job role of the group business head, supervisory council member or the director on the Board at the sixth stratum of the organization is a nurturing one. The mandate is to facilitate the successful conduct [Page 298]of the business. This includes helping the chief executive officer who actually runs ...