Mentoring involves giving inspiration and advice to a person going through a process or undertaking an activity that you are familiar with or have experienced. For students joining the Master of Science Management Program I would advise them to give it their all. This means sacrificing some activities that they usually enjoyed previously. This may include spending their weekends and weeknights studying, as opposed to spending time with their families. I would advise them to work as a team and have frequent group studies since this is more effective than individual studying while taking this Master’s program. As for their on their projects they should start working immediately they are enrolled to save on the last minute rush and the pressure that comes in the final year of undertaking this program.
Continued education is an excellent way of improving personal skills and knowledge. Leaders should encourage training and training and education of employees. This is because they stand to gain once these employees are through with their studies. Such employees will be able to be more innovative, and hence come up with efficient organizational changes that are especially handy in improving the performance of the firm. As a manager, it is impossible to be able to have adept skills in each and every department within the organization. One cannot be completely skilled in doing everything. This is why delegation of duties and mentoring of other employees is very important (Ancona, 2007).
Therefore, the manager can ensure that all departments perform well by encouraging specialization of employees in their fields through technical training. The manager then plays a central role in ensuring these employees are motivated to work (Drucker, 2006). He can do this by providing allowances and salary increments where they are due. They can also arrange for such employees to undertake training in their specific fields. This has been the distinguishing factor in the performance of great companies and fairly good companies (Collins, 2001).
References
Collins, J. (2001). Good to great: Why Some Companies Make the Leap and Others Don’t. New
York, NY: Harper Collins Publishers.
Ancona, D., Malone, T., Orlikowski, W., & Senge, P. (2007). In Praise of the Incomplete
Leader. Harvard Business Review.
Drucker, P. (2006). The Practice of Management. New York, NY: Harper Collins Publishers.
