Proč mít mentora

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F70883521%3A28120%2F08%3A63507792" target="_blank" >RIV/70883521:28120/08:63507792 - isvavai.cz</a>

Výsledek na webu

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DOI - Digital Object Identifier

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Jazyk výsledku

angličtina

Název v původním jazyce

Why to Have a Mentor

Popis výsledku v původním jazyce

A mentor, i.e. an experienced counsellor, stimulates a worker, guides him/her, and counsels him/her. Mentor often assists also in building-up mentee?s career. The relationship between a mentor and a mentee is said to be a little like parenthood, a littlelike deep friendship or like an open, intimate, relation with a doctor or a lawyer. Mentoring may have contribution not only for the mentee and the mentor, but also for the organisation itself. The mentee gains new knowledge, skills, experience, and contacts. The mentor may come to notice of certain stereotypes in thinking; mentee may bring him a fresh point of view at solved problems. Mentoring also shortens the worker?s adaptation period. Individuals, who have a mentor, reach better performance. However, mentoring may break down because of a row of potential problems. The first difficulty is that mentoring is time-consuming and requires high involvement on both sides. The next problem may be a big difference in mentor?s and mentee?s

Název v anglickém jazyce

Why to Have a Mentor

Popis výsledku anglicky

A mentor, i.e. an experienced counsellor, stimulates a worker, guides him/her, and counsels him/her. Mentor often assists also in building-up mentee?s career. The relationship between a mentor and a mentee is said to be a little like parenthood, a littlelike deep friendship or like an open, intimate, relation with a doctor or a lawyer. Mentoring may have contribution not only for the mentee and the mentor, but also for the organisation itself. The mentee gains new knowledge, skills, experience, and contacts. The mentor may come to notice of certain stereotypes in thinking; mentee may bring him a fresh point of view at solved problems. Mentoring also shortens the worker?s adaptation period. Individuals, who have a mentor, reach better performance. However, mentoring may break down because of a row of potential problems. The first difficulty is that mentoring is time-consuming and requires high involvement on both sides. The next problem may be a big difference in mentor?s and mentee?s

Druh

D - Stať ve sborníku

CEP obor

AE - Řízení, správa a administrativa

OECD FORD obor

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Projekt

<a href="/cs/project/GA406%2F08%2F0459" target="_blank" >GA406/08/0459: Rozvoj tacitních znalostí manažerů</a><br>

Návaznosti

P - Projekt vyzkumu a vyvoje financovany z verejnych zdroju (s odkazem do CEP)

Rok uplatnění

2008

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název statě ve sborníku

ICERI 2008 Proceedings

ISBN

978-84-612-5091-2

ISSN

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e-ISSN

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Počet stran výsledku

1

Strana od-do

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Název nakladatele

International Association of Technology, Education and Development (IATED)

Místo vydání

Madrid

Místo konání akce

Madrid

Datum konání akce

17. 11. 2008

Typ akce podle státní příslušnosti

EUR - Evropská akce

Kód UT WoS článku

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