Ashford University CH1 Senior Management Coaching at Vodaphone Paper Coaching Case Study [CLO: 1]A key role of human resource is to ensure that all levels

Ashford University CH1 Senior Management Coaching at Vodaphone Paper Coaching Case Study [CLO: 1]A key role of human resource is to ensure that all levels of the organization are prepared to fulfill their roles. To ensure that strategic organizational goals are met, leadership must have the necessary skills. HR is tasked with the role of training at all levels.Prior to beginning work on the discussion, read the case study “Example 2: Senior Management Coaching at Vodaphone” in Chapter 1 of the course text. After reading the case study, answer the following questions: Why was coaching necessary at Vodaphone? How does coaching improve organizational collaboration? What are the positive and negative effects of coaching in culturally diverse organizations?Your initial post should be a minimum of 250 words. Use a minimum of one scholarly resource to corroborate your opinions. Example 2: Senior Management Coaching at Vodaphone
Vodaphone is a multibillion-dollar global communications technology company headquartered
in the United Kingdom and was an early leader in the mobile telephone market (Eaton & Brown,
2002). Faced with increasing competition, the company realized that in order to remain
innovative and a leader in a challenging market, the culture of the organization would need to
adapt accordingly. Specifically, senior management realized that its current “command and
control” culture of blame and political games would hinder the collaboration and mutual
accountability needed to succeed in a competitive environment. Instead, the company wanted to
encourage a culture of empowered teams that made their own decisions and shared learning and
development, speed, and accountability.
Several culture initiatives were implemented, including the development of shared values, the
introduction of IT systems that shared and exchanged information across major divisions that
had hindered cross-functional learning, and the establishment of teams and a team-building
program.
To support the initiatives and encourage a new, collaborative management style, Vodaphone
implemented a leadership coaching program. Top managers attended the program to learn skills
in conducting performance reviews, helping employees set goals, and coaching teams. Following
the program, managers had one-on-one coaching sessions with a professional coach who worked
with participants to help them set coaching goals and reflect on how successfully they were able
to implement the skills learned in the program.
As a result of the program, managers began to delegate more as teams started to solve problems
themselves. Teams began to feel more confident in their decisions as managers trusted them.
Eaton and Brown (2002) attribute several subsequent company successes to the program, noting
that it was critical that the coaching program was integrated with the other culture change
initiatives that it supported. “Cultural change takes time,” they note, and “traditional attitudes to
management do not die away overnight” (p. 287). However, they point out that a gradual
evolution took place and the new cultural values are now the standard.

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