Mentor Dsp App Download

Mentorship is the patronage, influence, guidance, or direction given by a mentor.[1] A mentor is someone who teaches or gives help and advice to a less experienced and often younger person.[2] In an organizational setting, a mentor influences the personal and professional growth of a mentee. Most traditional mentorships involve having senior employees mentor more junior employees, but mentors do not necessarily have to be more senior than the people they mentor. What matters is that mentors have experience that others can learn from.[3]

According to the Business Dictionary, a mentor is a senior or more experienced person who is assigned to function as an advisor, counsellor, or guide to a junior or trainee. The mentor is responsible for offering help and feedback to the person under their supervision. A mentor's role, according to this definition, is to use their experience to help a junior employee by supporting them in their work and career, providing comments on their work, and, most crucially, offering direction to mentees as they work through problems and circumstances at work.[4]

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Interaction with an expert may also be necessary to gain proficiency with cultural tools.[5] Mentorship experience and relationship structure affect the "amount of psychosocial support, career guidance, role modeling and communication that occurs in the mentoring relationships in which the protgs and mentors engaged".[6]

The person receiving mentorship may be referred to as a protg (male), a protge (female), an apprentice, a learner or, in the 2000s, a mentee. Mentoring is a process that always involves communication and is relationship-based, but its precise definition is elusive,[7] with more than 50 definitions currently in use,[8] such as:

Mentoring is a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development; mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the protg).[9]

In the United States, advocates for workplace equity in the second half of the twentieth century popularized the term "mentor" and the concept of career mentorship as part of a larger social capital lexicon that also includes terms such as glass ceiling, bamboo ceiling,[19] networking, role model and gatekeeper, which serves to identify and address the problems barring non-dominant groups from professional success. Mainstream business literature has adopted the terms and concepts and promoted them as pathways to success for all career climbers. These terms were not in the general American vocabulary until the mid-1990s.[13]

The European Mentoring and Coaching Council (EMCC) is the leading global body in terms of creating and maintaining a range of industry-standard frameworks, rules and processes for mentorship and related supervision and coaching fields.[20][21][22]

As the focus of mentorship is to develop the whole person, the techniques used are broad and require wisdom to be appropriately used.[23] A 1995 study of mentoring techniques most commonly used in business found that the five most commonly used techniques among mentors were:[24]

Different techniques may be used by mentors according to the situation and the mindset of the mentee. The techniques used in modern organizations can be found in ancient education systems, from the Socratic technique of harvesting to the accompaniment used in the apprenticeship of itinerant cathedral builders during the Middle Ages.[24] Leadership authors Jim Kouzes and Barry Z. Posner advise mentors to look for "teachable moments" in order to "expand or realize the potentialities of the people in the organizations they lead" and underline that personal credibility is as essential to quality mentoring as skill.[25]

Formal mentoring relationships are set up by an administrative unit or office in a company or organization, which solicits and recruits qualified individuals who are willing to mentor, provides training to the mentors, and helps to match the mentors with a person in need of mentoring. While formal mentoring systems contain numerous structural and guidance elements, they usually allow the mentor and mentee to have an active role in choosing who they want to work with. Formal mentoring programs that simply assign mentors to mentees without allowing input from these individuals have not performed well. Even though a mentor and a mentee may seem perfectly matched "on paper", in practice, they may have different working or learning styles. As such, giving the mentor and the mentee the opportunity to help select who they want to work with is a widely used approach. For example, youth mentoring programs assign at-risk children or youth who lack role models and sponsors to mentors who act as role models and sponsors.[27]

In business, formal mentoring is one of many talent management strategies that are used to groom key employees, newly hired graduates, high-potential employees, and future leaders. Matching mentors and mentees is often done by a mentoring coordinator with the help of a computerized database registry, which usually suggests matches based on the type of experience and qualifications being sought.

There are formal mentoring programs that are values-oriented, while social mentoring and other types focus specifically on career development. Some mentorship programs provide both social and vocational support. In well-designed formal mentoring programs, there are program goals, schedules, training (for both mentors and protgs), and evaluation.

Informal mentoring occurs without the use of structured recruitment, mentor training and matching services. It can develop naturally between partners, such as business networking situations where a more experienced individual meets a new employee and the two build a rapport. Apart from these types, mentoring takes a dyadic structure in science, technology, engineering, mathematics, and medicine (STEMM).[28]

There are many kinds of mentoring relationships from school or community-based relationships to e-mentoring relationships. These mentoring relationships vary and can be influenced by the type of mentoring relationship.[29] There are several models that have been used to describe and examine the sub-relationships that can emerge: for example, Cindy Buell describes how mentoring relationships can develop:

A meta-analysis of 112 individual research studies found mentoring has significant behavioral, attitudinal, health-related, relational, motivational, and career benefits.[33] For a learner, these benefits depend on the different functions being performed by the mentor. Originally, the concept of mentoring functions developed from qualitative research in an organizational context with functions that belong under two major factors: psychosocial support (e.g. role modeling, friendship, emotional support, encouragement) and career-related support (e.g. providing advice, discussing goals).[34] An early quantitative approach found role modeling to be a distinct third factor.[35] In mentoring for college success, a fourth function concerning knowledge transfer was additionally identified,[36] which was also discovered in the context of mentoring creativity.[37]

2. Mentoring diminishes the negative association between unfavourable working circumstances and positive job outcomes, making the relationship stronger for those without a mentor than for those who have one.

Partly in response to a study by Daniel Levinson,[48] research in the 1970s led some women and African Americans to question whether the classic "white male" model was available or customary for people who are newcomers in traditionally white male organizations. In 1978 Edgar Schein described multiple roles for successful mentors.[49] He identified seven types of mentoring roles in his book Career Dynamics: Matching individual and organizational needs (1978). He said that some of these roles require the teacher to be, for example, an "opener of doors, protector, sponsor and leader".[citation needed]

Capability frameworks encourage managers to mentor staff. Although a manager can mentor their own staff, they are more likely to mentor staff in other parts of their organisation, staff in special programs (such as graduate and leadership programs), staff in other organisations or members of professional associations.

Two of Schein's students, Davis and Garrison, studied successful leaders who differed in ethnicity and gender. Their research presented evidence for the roles of: cheerleader, coach, confidant, counsellor, developer of talent, "griot" (oral historian for the organization or profession), guardian, guru, inspiration, master, "opener of doors", patron, role model, pioneer, "seminal source", "successful leader", and teacher.[50] They described multiple mentoring practices which have since been given the name of "mosaic mentoring" to distinguish this kind of mentoring from the single mentor approach.

Corporate mentoring programs may be formal or informal and serve a variety of specific objectives, including the acclimation of new employees, skills development, employee retention, and diversity enhancement.

The relationship between mentoring, commitment, and turnover was investigated in one study at Texas A&M University. "Mentoring may really contribute to better degrees of emotional and lasting commitment to an organisation," according to the study's findings. (Huffman and Payne, 2005).[47]

Formal mentoring programs offer employees the opportunity to participate in an organized mentoring program. Participants join as a mentor, learner, or both by completing a mentoring profile. Mentoring profiles are completed as written forms on paper or computer or filled out via an online form as part of an online mentoring system. Learners are matched with a mentor by a program administrator or a mentoring committee, or they may self-select a mentor depending on the program format. 17dc91bb1f