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Erschienen in:

2018 | OriginalPaper | Buchkapitel

8. Enhancing Self-Awareness: A Case Study on a Collaborative Mentoring Approach

verfasst von : Sujeev Shakya, Anne Randerson

Erschienen in: Exploring Dynamic Mentoring Models in India

Verlag: Springer International Publishing

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Abstract

In this case study, Sujeev Shakya, CEO and Founder of beed, describes the work culture of his company, where self-regulation and self-induced productivity, rather than rules, drive performance. Employees share their positive experiences, where awareness and mentoring play important roles. Employees are matched with mentors to guide and motivate them, and activities are organized for mentor/protégé pairs. beeds, beedsters, and beedterns are personalized terms for staff and interns working in a shared space with a low hierarchical structure—rare for Nepal, a high power distance country adjacent to India—lessening differentiation and heightening a united vision. The same mentoring format has been expanded to the other global offices in Bhutan, Cambodia and Rwanda.

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Vorheriges Kapitel Empower – Through Trade, not Aid

Nächstes Kapitel The Art of Mentoring: Ancient Wisdom and Modern Pitfalls

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Titel: Enhancing Self-Awareness: A Case Study on a Collaborative Mentoring Approach
verfasst von: Sujeev Shakya
Anne Randerson
Verlag: Springer International Publishing
Buch: Exploring Dynamic Mentoring Models in India
Print ISBN: 978-3-319-56404-3

Electronic ISBN: 978-3-319-56405-0

Copyright-Jahr: 2018
DOI: https://doi.org/10.1007/978-3-319-56405-0_8

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