BUS603: Managing People

Researchers and human resource directors are stalling to pay increased attention to the Mentorship concept as a career and development tool and the role of corporate management in creating organizational culture. Although the former concept has been around for some years, the successful implementation of the mentor process within the organization culture has not been fully understood. A number of studies have revealed that nearly two-thirds of outstanding successful executives had mentors. In fact, numerous successful executives concur that a mentor is necessary for most young managers to achieve success. Organizations that are characterized by excellence tend to be placing strong emphasis on growing their managerial talent. Having examined a number of organizations that ranked amongst the leaders, the two researchers found that within these organizations top-management has succeeded in creating an organizational culture that fosters and rewards the kind of managerial and employee behaviour that ensures that these organizations are productive. profitable, and remain leaders in their field. A major characteristic amongst excellent organizations is that they achieve high standards of productivity through people by showing respect for individuals and treating them as adults, - 'they live their commitment to people, as they also do their preference for action'.

It is also known fact that there are good and bad mentors and that in many organizations world-wide the mentor process is not being consciously applied as a management development tool. Has this perhaps something to do with organizational culture? Furthermore, both researchers and human resource directors are attempting to find answers to the reasons why some mentor-protege relationships blossom and others break down. Is the clue to the latter not also to be found in the organizational culture. or is this perhaps a further problem of unsuccessfully identifying and matching interpersonal relationship styles? Lastly, it can be questioned whether every manager can be a successful mentor for a young subordinate with potential within his/her own functional department? Matters become even more complex when the impact of mobility influences and career patterns of aspiring young managers are taken into account, as well as the issue of women proteges not necessarily identifying with male mentors.