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Indian Journal Management Science EISSN 2231-279X Impact Factor(GIF): 0.376 ISSN 2249-0280 INDIAN JOURNAL OF MANAGEMENT SCIENCE Volume – III Issue – 3 July 2013 Volume I Issue 1 August 2011 EDITORIAL BOARD Editor-in-Chief Dr. V. S. More Rohaizat bin Baharun Ex-Dean Dept. of Commerce, Department of Management University of Pune, Pune Faculty of Management Director, Institute of Management & Universiti Teknologi Malaysia Research, Nasik (India) Yasser Mahfooz, PhD Department of Marketing, College of Business Administration, Associate Editors King Saud University, Riyadh, Saudi Arabia Dr. Saroj Dash Dr. Surendra Sisodia Edhi Juwono Perbanas Economics School for Management Mr. Abdul Rahman Information Systems, Indonesia Assistant Editors Ms. Swati Chauhan Dr.Mu.Subrahmanian Ms. Ashu Bhojwani Professor & Head, Department of Management Studies, Managing Editor Naya Engineering College, Chennai Dr. Arif Anjum (India) Prof. D. P. Singh Frequency : Delhi college of engineering, Quarterly-Four Issues Per Year Delhi Dr. Nafis Alam, Correspondence Address: School of Business, Indian Journal of Management Science , University of Nottingham, Malaysia S.N.21, P.N.24, Mirza Ghalib Road, Malegaon Nasik, Maharashtra – 423203 (India) Michael Sunday Agba, Contact: 0919764558895 Department of Public Administration, Email: [email protected] Federal Polytechnic, Website: www.scholarshub.net Nigeria. Impact Factor: The Global Impact Factor (GIF) provides quantitative and qualitative tool for ranking, evaluating and categorizing the journals for academic evaluation and excellence. This factor is used for evaluating the prestige of journals. The evaluation is carried out by Global Impact Factor, Australia. Disclaimer: The views expressed in the journal are those of author(s) and not the publisher or the Editorial Board. The readers are informed, editors or the publisher do not owe any responsibility for any damage or loss to any person for the result of any action taken on the basis of the work. © The articles/papers published in the journal are subject to copyright of the publisher. No part of the publication can be copied or reproduced without the permission of the publisher in any form. INDIAN JOURNAL OF MANAGEMENT SCIENCE (IJMS) EISSN 2231-279X – ISSN 2249-0280 INDEX PAGE SN TITLE NO. The Application of Effective Coaching Techniques in Designing a Coaching Plan for 1. Performance Improvement in Graduate Assistants 01-07 Tracie V. Cooper & Donovan A. McFarlane (USA) A Hybrid Data Mining Approach to Construct the Target Customers Choice 2. Reference Model 08-15 Shih-Chih Chen & Ruei-Jr Tzeng (Taiwan) The Used of it Balanced Scorecard to Build the Performance Measurement Model of Academic Information Systems (Case Study Academic Information System of Satya 3. 16-22 Wacana) Paskah Ika Nugroho, Prihanto Ngesti Basuki & Evi Maria (Indonesia) Increasing the Accountability of the Institution through the Whistle Blowing System 4. Jony Oktavian Haryanto, Yefta Andi Kus Nugroho, 23-33 Rizal Edy Halim & Rizal Edwin Manansang (Indonesia) Agricultural TFP and R&D Spending in Iran 5. Solmaz Shamsadini, Saeed Yazdani & Reza Moghaddasi (Iran) 34-41 Ranking Indian Domestic Banks with Interval Data – The Dea Application 6. Dr. T. Subramanyam & Dr. R.V.Vardhan (India) 42-47 The Effects of Financial Reporting Quality on Stock Price Delay & Future Stock 7. Return 48-52 Azam Pouryousof, Hilda Shamsadini & Mina Abousaiedi (Iran) Gold Price Movements in India and Global Market 8. Shaik Saleem, Dr. M. Srinivasa Reddy & Shaik Karim (India) 53-60 The Kerala Building and other Construction Workers Welfare Fund Board – Social 9. Impact on Members 61-70 Dr. Abdul Nasar VP & Dr. Muhammed Basheer Ummathur (India) A Study of Socio Economic Condition of Child Labour Engaged in Rag-Picking at 10. Silchar 71-78 Shima Das, Dr. Amit Kumar Singh & Bidhu Kanti Das (India) Stock Market Anomalies: Empirical Evidence from Weekend Effect on Sectoral 11. Indices of Indian Stock Market 79-85 Potharla Srikanth & P. Srilatha (India) Internet Banking: Does it Really Impacts Bank’s Operating Performance 12. 86-89 Rajni Bhalla (India) www.scholarshub.net Vol.– III, Issue – 3, July 2013 INDIAN JOURNAL OF MANAGEMENT SCIENCE (IJMS) EISSN 2231-279X – ISSN 2249-0280 1 THE APPLICATION OF EFFECTIVE COACHING TECHNIQUES IN DESIGNING A COACHING PLAN FOR PERFORMANCE IMPROVEMENT IN GRADUATE ASSISTANTS Tracie V. Cooper, Donovan A. McFarlane, Faculty Support Coordinator Adjunct Professor of Marketing, H. Wayne Huizenga School of Business Nova Southeastern University and Entrepreneurship Adjunct Professor of Leadership Studies, Nova Southeastern University, Bethune-Cookman University Fort Lauderdale, Florida, USA Adjunct Professor of Business Administration, Broward College Visiting Professor of Management, Keller Graduate School – DeVry University Professor of Business Administration & Business Research, Fredrick Taylor University Faculty Blog Manager, Huizenga School of Business Director, The Donovan Society, LLC, USA. ABSTRACT This paper examines effective coaching techniques that could potentially be incorporated into a coaching plan to improve the performance of new-start graduate research assistants in an academic school and department at a university. From the perspective of a supervisory or managerial capacity, the authors play the role of the prospective “Coach” responsible for faculty support, and therefore attempt to meet the requirements of this office by working collaboratively through and with hired work-study graduate students who serve as graduate research assistants in an academic department and school at a university. The opportunity for coaching unfolds in the scenario where four new start graduate students from the schools of business and computer sciences are hired as research assistants in an academic department and must effectively meet the needs of the faculty in being able to competently perform several tasks related to research. Most of the tasks are already within the ability-scope of these graduate students. However, blending into their roles as newly hired employees and research assistants to the faculty support coordinator and professors in this department and school requires developing familiarization with organizational culture, process protocol, work study portfolio organization and competence in their new roles. This presents an opportunity for coaching using several techniques to address familiarization, competence, and motivational and work-process issues. Thus, examining the literature on effective coaching and coaching techniques, the authors in a coaching capacity will develop, design, and implement a Coaching Plan or program to address these competencies and work-needs-skills in this situation based on practical guidelines or recommendations of previous research. This paper describes this opportunity for effective coaching and presents relevant literature on coaching techniques and effectiveness, recommends a viable coaching plan and resolution to identify issues, and draws conclusion based on what constitutes success or effectiveness in real-life situations. Additionally, broader implications for coaching strategies and techniques applied to real problems, opportunities, or issues in organizational contexts and examined. Keywords: Coaching, Coaching plan, Coaching Techniques, International Coach Federation (ICF), Motivation, Performance. www.scholarshub.net Vol.– III, Issue – 3, July 2013 INDIAN JOURNAL OF MANAGEMENT SCIENCE (IJMS) EISSN 2231-279X – ISSN 2249-0280 2 Introduction: Coaching is becoming more and more important as a process and performance improvement method and approach in organizations across all fields. Coaching can be defined as “a process that enables learning and development to occur and thus performance to improve” (Parsloe, 1999, p.8). Coaching effectiveness is what is important in today’s organizations as coaching becomes both a corrective process and action to address performance, behavioral, and other issues across organizational boundaries, and more and more managers attune to the coaching process and its application. According to Parsloe (1999), “To be a successful coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place” (p. 8). Managers or supervisors must use effective coaching techniques that cater to individual and group, as well as organizations needs. The International Coach Federation [ICF] (2011) defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential” (p. 1). This definition takes a service- provision or orientation to coaching, and coaching is in fact based on service-philosophy to individuals and organizations with the end result being to improve performance and productivity. Coaching is indeed a creative process and it is the responsibility of the coach to ensure that creative techniques or methods are used to address different coachee needs. Coaching is especially important in helping new hires or new organizational members to improve their present skills levels as they are coached by experienced organizational members and managers to perform important tasks effectively and efficiently to meet organizational goals. While this is the case, most application of coaching seems to be in contexts involving organizational members or employees with significant time onboard, but lingering problems that affect attitude and work morale; hence,
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