شناسایی سازوکارها و موانع به‌کارگیری مربی گری به منظور جانشین پروری مدیران (مطالعه موردی: اداره کل کمیته امداد خراسان رضوی)
محورهای موضوعی : رویکرد ها ومدل های ظرفیت سازی منابع انسانی
1 - دانش آموخته کارشناسی ارشد مدیریت آموزشی،گروه مدیریت آموزشی و توسعه منابع انسانی، دانشکده علوم تربیتی و روان شناسی، دانشگاه فردوسی مشهد،مشهد، ایران.
2 - استادیار، گروه مدیریت آموزشی و توسعه منابع انسانی، دانشکده علوم تربیتی و روان شناسی، دانشگاه فردوسی مشهد،مشهد، ایران.
کلید واژه: مربی گری, جانشین پروری, مدیران, اداره کل کمیته امداد خراسان رضوی ,
چکیده مقاله :
پژوهش حاضر به بررسی فرآیند به کارگیری مربی گری به منظور جانشین پروری مدیران در اداره کل کمیته امداد خراسان رضوی پرداخته است. رویکرد پژوهش کیفی بوده است و از روش مطالعه موردی برای این منظور استفاده شده است. ابزارهای گردآوری داده ها شامل مصاحبه نیمه ساختاریافته با تعداد دوازده نفر از مدیران و رؤسای این سازمان و نیز تحلیل اسناد و مدارک سازمانی بوده است. به منظور تجزیه و تحلیل داده‌ها از روش کدگذاری در دو مرحله کدگذاری باز و محوری استفاده شده است. نتایج حاصل از تحلیل داده‌ها حاکی از این است که مربی‌گری می‌تواند از طریق سازوکارهایی زمینه جانشین پروری مدیران را فراهم سازد. اصلی‌ترین این سازوکارها عبارتند از: یادگیری ضمن خدمت، ارتقای مهارت حل مسئله، فراهم کردن فرصت رشد، آینده نگری، تفویض اختیار، چرخش و ارتقای شغلی، و فرصت ریسک کردن. همچنین نتایج حاصل از این پژوهش نشان می دهد که فرآیند به‌کارگیری مربی‌گری در سازمان با چالش‌هایی ساختاری، قانونی، مالی، فرهنگی و فردی نیز مواجه بوده است.
The present study examines the process of employing coaching to replace managers in the General Office of the Khorasan Razavi Relief Committee. The research approach has been qualitative and the case study method has been used for this purpose. Data collection tools included semi-structured interviews with twelve managers and heads of the organization as well as analysis of organizational documents. In order to analyze the data, the coding method was used in two stages of open and axial coding. The results of data analysis indicate that coaching can provide a substitute for managers through mechanisms. The main mechanisms are: on-the-job learning, improving problem-solving skills, providing growth opportunities, foresight, delegation, rotation and career advancement, and risk-taking opportunities. The results of this study also show that the process of applying coaching in the organization has faced structural, legal, financial, cultural and individual challenges.
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