Performance coaching skills for social work / Jane Holroyd and Richard Field.

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Material type: Text

TextLanguage: English Series: Post-Qualifying Social Work Leadership and Management Handbooks | Post-qualifying social work practicePublication details: London : SAGE Publications, 2012.Edition: 1stDescription: xii, 144 p. : illustrations. 24 cmSubject(s):

DDC classification:

23 658.3124 HOL

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Contents:

Section 1 Introduction -- Section 2 Context -- Section 3 Leadership and performance coaching -- Section 4 Introduction to performance -- Section 5 Introduction to performance coaching -- Section 6 The coaching process -- Section 7 Communication and coaching skills -- Section 8 Performing organisations -- Section 9 Team coaching -- Section 10 Coaching and change -- Section 11 Motivation and coaching -- Section 12 Feedback Section 13 Difficult conversationsSection 14 Remaining resourceful and developing practice -

Summary: Within health and social care settings, high levels of sustained performance from individuals, teams, organisations and multi-agency collaborations are required. In order to achieve this, both management and leadership have to take a clear and defined role. This book looks at the 'how to' of performance coaching - from establishing objectives, determining frameworks, processes and systems, to monitoring and taking corrective action as necessary. Coaching in its various forms offers a means by which those involved in public service can be supported and challenged to perform.

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Holdings
Item type	Current library	Collection	Call number	Status	Date due	Barcode
General Books	CUTN Central Library Medicine, Technology & Management	Non-fiction	658.3124 HOL (Browse shelf(Opens below))	Available		43449

"Leadership and management handbooks"--Cover.

Electronic reproduction. Ann Arbor, MI : ProQuest, 2015. Available via World Wide Web. Access may be limited to ProQuest affiliated libraries.

Section 1 Introduction --
Section 2 Context --
Section 3 Leadership and performance coaching --
Section 4 Introduction to performance --
Section 5 Introduction to performance coaching --
Section 6 The coaching process --
Section 7 Communication and coaching skills --
Section 8 Performing organisations --
Section 9 Team coaching --
Section 10 Coaching and change --
Section 11 Motivation and coaching --
Section 12 Feedback Section 13 Difficult conversationsSection 14 Remaining resourceful and developing practice -

Within health and social care settings, high levels of sustained performance from individuals, teams, organisations and multi-agency collaborations are required. In order to achieve this, both management and leadership have to take a clear and defined role. This book looks at the 'how to' of performance coaching - from establishing objectives, determining frameworks, processes and systems, to monitoring and taking corrective action as necessary. Coaching in its various forms offers a means by which those involved in public service can be supported and challenged to perform.

Includes bibliographical references and index.

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