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The Possibility of Coaching Promotion in China
Name:AndiXu
Student No.: 28052803
Date of Submission: 21/09/2016
Coaching in business means a situation whereby business organizations hire experienced professionals to help the executive in making various decisions in a business organization. Mthembu (2007) emphasises that instead of following the instruction of leaders, the contemporary employees pursue clear goals and innovation, and they allow for an environment created by organisations where they can grow talents, provide motivation and realize ambitions. Coaching is such a business service, which is complied with the development of the era and plays a positive role in improving performance. According to Kauffmann and Coutu (2009), executive coaching entails a confidential and individually-tailored engagement aimed at meeting the needs of the executive personnel being coached, as well as those of the firm that is paying for the services. These experienced professionals therefore serve as coaches to the executive since they help them achieve the desired organizations goals and objectives. In the past years, it’s a common practice among business organizations where the targeted people are the most promising executives. It is a fact that some of these coaches hail from the field of psychology, but a greater percentage emanate from athletics, law, and business academics(Berglas, 2002).However, if the coached executive ignored psychological issues or the problem is not detected, coaching can make the situation worse than it was originally and it’s very much advisable to identify the root cause of the problem before coaching commences (Berglas, 2002).Coaching is one part employed by many business organizations as a critical tool in human resource development which can help clients shift their perspectives and achieve their specific goals. Coaching psychology is a growing area of applied psychology, which uses a theoretical framework to facilitate change in individuals and help them work in a more effective manner (Passmore, 2010).
The coaching process may take different forms such as individual or team coaching and involve different desired goals such as problem solving, career, succession planning, leadership/executive development as well as the creation of high-performing teams (Ashleigh &Mansi, A 2012). Coaching is a worldwide phenomenon which extends across different modern day cultures. A comprehensive report arranged by CIPD in the UK shows that around 79 per cent of respondents use coaching in any chosen organization while 77 per cent of them indicate that coaching as a development tool is being increasingly used in the recent years (Bresser, 2009). Business coaching is about helping others to expand their awareness, both for themselves and the businesses they work for. However, not all cultures accept coaching as a business tool and coaching definition is also different in these diverse cultures.
In China, people talk about coaching in the business sector, and most of this 'coach training' is carried out by local consulting firms. However, actual coaching does not take place because mthe managers lack an awareness of the real benefits of coaching to their businesses and the majority do not understand theunderstand the real benefits of business coaching (Jonathan, 2013). Cultural background may be one of the factors that affect coaching acceptance in China which is Confucianism and which still has a significant impact on contemporary Chinese societies and it is not conducive to coaching; the Chinese pay close attention to “saving face” and “guanxi” (interpersonal relationship) in teams (Keith, 2011).
The Chinese think thoroughly before they speak, and do so cautiously. Neither curiosity nor intuition works very well for the Chinese, even if the coach is willing and able to provide both aspects. According to Bresser (2009), many professional coaches providing coaching services in Japan share a similar culture with China, whilst China is still in the phase of introduction and rather undeveloped. There are 300-500 coaches in China and they are still in the surviving stage (Bresser, 2009). Professional one-to-one coaching is not widely accepted and used in China, letave alone professional coaching associations. . In contrast to many west countries, 79% of executives who are surveyed view their organizations as maintaining a directing style of management. Only 21% consider their companies to have adopted a more open and collaborative style, utilizing some degree of coaching in their daily operations (To, 2006). Coaching in China directly or non-directly depend on the region or clients personal differences.
In most cases, coaching is done hand in hand with mentoring. According to Inzer and Crawford , mentoring is a relationship. It can be defined as the one-to-one relationship where an expert or a senior personnel voluntarily offers to teach, encourage, and support another. The difference between coaching and mentoring though, is that coaching is paid for while mentoring is often voluntary. All in all, coaching and mentoring go hand in hand. According to Schooley , mentoring has for long been in use in the business world and has proved to be a useful technique in the development of in-house talent.
Apart from mentoring, today’s managers are turning to counselling as a method of taking care of their teams. In ordinary usage, the term counselling entails offering professional psychological help and advice to the employees. A closely related term to counselling is psychotherapy, referring to a type of therapy applied in treating emotional problems, as well as mental health conditions. Many organizations have put in place training and development programs that are aimed at keeping their employees updated in terms of skills and new business environments. Training entails offering courses to the personnel that are often aligned with the organization’s needs.
Coaching is almost a new practice for most Chinese organizations and it is rarely studied in most recent academic researches and less used in the business practices. Despite China being a huge potential market, it is still operating in a stage of confusion arising from application and promotion considerations in the future. This project aims to at explore ing the extent to at which the Chinese will appreciate the value of business coaching and explore the possibility of promoting coaching in China in order to fill the present gap in coaching research in China.
Can North American coaching methodologies be applied equally well in China?
Whether coaching cCan coaching be develop implemented successfully within the Chinese culture?
What are people’s general attitude to workplace coaching?
Would people accept coaching to help them make improvement in their work?
Would Whether managers would like to adopt coaching as a business tool in their companies?
Because of insufficient secondary data pertaining to the coaching practices in China, this research will undertake to collect primary data.In that case,tThe research will adopt quantitative research methods where data will be collected directly from the field. More so, since there is inadequate literature about coaching practices in China, the focus will shift to the western world- that is, the literature in the western countries will lay the foundation of the hypothesis for this study. It will be given before the research, and it will be verified through a series of surveys, analyzing Chinese culture and history, studying foreign successful companies’ coaching cases and finally from these findings, conclusions will be made the discussion on the suitability for coaching implementation development in China. will be developed.
The project will collect data viaastructuredquestionnaire. The questionnaires will be administered to the employees of Sinopharm Medicine Holding Zunyi CO., LTD. It will collect basic information and focus on people’s attitude and preference to workplace coaching. In order to guarantee higher validity and reliability, a pilot test will be carried out on the items listed on the questionnaire to test face validity and understanding. All data will be anonymous and kept strictly confidential. The questionnaire will be published through network questionnaire system, and the web links will be attached in an e-mail from HR to all employees. The sample size is estimated to be at least 100 employees from the above mentioned company. The company has more than 100 employee, and convenience sampling will be used.
Demographic data can be accessed in the Chinese Labor Statistical Yearbook, which can offer an overview of the population. The questionnaires will be entered in a data matrix in Excel and then moved to SPSS. All interviews will be recorded by hand. Both questionnaires and interview notes will be coded to make a preparation which will be analyzed later. Data reduction and error checking will happen at the same time.Descriptive statistics will be undertaken followed by inferential statistics and regression analysis. Possible relationships will be tested betweenthe different variables and the degree of acceptance about coaching.
Appendix 1
Questionnaire of the Possibility of Coaching Promotion in China
Introduction
Coaching is a business tool to help people unlock their potential. It encourages self-discovery and empowers people to become a more effective leader/manager. in their life. It targets present-moment work-related issues, and can havehave an impact on improving job performance and enhancing life-long learning (CIPD, 2009). A coach usually supplies supportive, discovery-based approaches and frameworks rather than teaching.
Purpose
In the business field, coaching is widely used in western countries. We are interested in your opinions about coaching as it will be a reference basis to explore the probability of developing implementing coaching as a work intervention in China. The questionnaire is anonymous and your views will be kept strictly confidential.
Section I
2. Age groups (years old):
□18-25□25-35□35-45□45-55□More than 55
3. Years of work experience:
□Less than 5 □More than 5 less than 10
□More than 10 less than 20 □More than 20
4. Current role:
□ Team member
□ Leader of team
□ Leader of leader
In this section, tick the appropriate cell 1-5 where:
1 –Stronglydisagree
2 – Disagree
3 – Neither disagree or agree
4 – Agree
5 – Strongly agree
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1. You are eager to improve your performance in your current role. |
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2. You know the how to make an improvement in your working life. |
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3. You hope a coach |
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4. You hope someone can help unleash your potential to solve the problems you encounter in reaching your potential. |
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5. Professional coaching is well known and widely used as a business tool in China |
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6. You would like to gain |
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Section III
1. How many hours a month do you expect to receive any form of coaching.
□ Less than two hours
□ Up to three hours
□ Up to four hours
□ More than four hours
2. What are the barriers that may affect you mostly to in being able to receive coaching (You can choose more than one option).
□ Time management
□ Corporate values
□ Team members unwilling to engage
□ Other business priority
Company policies
Leader/supervisors prevention
3. If you are involved in an effective coaching, which of the following outcomes are the mostly important to you? (You can choose more than one option)
□ Enhancing techniquesand skills
□ Increasing self-confidence
□ Know yourself better
□ Performance improvement
□ Career development
□ Team interpersonal relationships improvement
□ Reward and recognition
Thank you for taking the time to complete this questionnaire![AM1]
Ashleigh, M, &Mansi, A, 2012, The Psychology Of People In Organisations.n.p.: Harlow: Pearson, 2012.
Bresser, F., 2009, The state of coaching across the globe: Results of the Global Coaching Survey 2008/2009, [Online]. Available from: http://www.frank-bresser-consulting.com/globalcoachingsurvey.html [Accessed 17/04/2016]
Inzer, L., & Crawford, C., 2005,A Review of Formal and Informal Mentoring: Processes, Problems, and Design. Journal of Leadership Education, 31-50.
Jonathan Passmore, (2013) Diversity in Coaching: Working with Gender, Culture, Race and Age, n.p.: London; Philadelphia: Kogan Page, 2009 [Onlion] Available from:
Mthembu, D 2007, Team Coaching : Development Tools For Enhanced Productivity, n.p.: Randburg, Republic of South Africa : Knowres Publishing, 2007
Kauffmann, C, & Coutu, D., 2009, The Realities of Executive Coaching. Harvard Business Review, 1-32.
Keith, To, 2011, Business Coaching in Mainland China and Hong Kong,Business Coaching Worldwide , Winter 2006, Volume 2, Issue 4, [Onlion] Available from:
http://www.wabccoaches.com/blog/business-coaching-in-mainland-china-and-hong-kong-by-keith-to/(02/05/2016)
Passmore, J. (2010) Excellence In Coaching : The Industry Guide,n.p.: London; Philadelphia: Kogan Page, 2010.
Ray, A., 2011, Counselling: A Key Tool for Today's Managers. International Journal of EnterpriseComputing and Business Systems. Volume 1, Issue 2, 2011, [Onlion] Available from:http://www.ijecbs.com/July2011/33.pdf(30/06/2016)
Schooley, C., 2010, Drive Employee Talent Development Through Business Mentoring Programs. Forrester Research, [Onlion] Available from:
Theeboom, T., Beersma, B., &Vianen, A., 2013, Does Coaching Work? - A Meta-analysis on the Effects of Coaching on Individual. The Journal of Positive Psychology, 1-18.
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