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Differentiate between coaching and mentoring

Week 6

Required Resources


Baack, D. (2017). Organizational behavior (2nd ed.). Retrieved from

  • Chapter 11: Authority, Power, and Politics
  • Chapter 12: Career Development and Career Management


Guthrie, D. (2014, January 16). Who’s to blame for creating a toxic organizational culture? (Links to an external site.)Links to an external site.Forbes. Retrieved from

Week Six Lecture

This week we will explore authority within organizations along with career management. In your current organization where does power originate and who has the lions share? Could your department use more authority if they are the most depended upon? Would that be fair to the others? I have experienced leaders that use power to punish or remove obstacles however; it may depend on how the power is delegated as to how an organization may function. According to Baack (2012) the three types of authority are line authority, staff authority, and functional authority. Line author­ity is direct, formal authority, as indicated by the vertical lines of an organization chart. Staff authority consists of the right to advise, or give advice. Functional authority is the right to direct but not to disci­pline. It emerges when an individual has been assigned a leadership role on a task force, project team, or committee. Two basic perspectives have been developed regarding the origins of authority. The first considers authority from a top-down vantage point. The second suggests that the sources of authority emerge from the bottom of the organization and move upward.

Top-Down Authority

Max Weber (1922) viewed authority as a force that originates at the top of the organization and flows downward. From that perspective, authority is derived from three sources: tradition, charisma, and law. Traditional authority results from the rule of kings, tribal chiefs, and the authority of the church. Authority moves from the state or a religious institution into various orga­nizations. One submits to authority in the same way that one obeys religious or governmental law.

Bottom-Up Authority

The top-down approach to authority and organizational design enjoyed widespread acceptance for many years. Eventually, C. I. Barnard (1938/1968) created the bottom-up view of the nature of authority. The acceptance theory of authority argues that authority cannot exist until subordinates have accepted it. Four main ideas explain this approach, which states that authority is accepted when individuals:

  • Understand the nature of the authority.
  • Believe the use of authority is consistent with the purposes of the organization.
  • Believe authority is being used in ways that are compatible with their personal interests.
  • Are able to comply.

What is power and where does it come from? At the broadest level, power is the ability to influence the behaviors of others using formal and informal means (Bass, 1990). Have you been on the negative end of someone in authority flexing their power? Power can influence others to do or act in ways that may not be conducive to the working place. I can recall a coworker being left in charge of the department for a week while the manager was on vacation. Unfortunately this person let the feeling of authority over others dictate rather than utilizing good leadership skills. In this instance productivity suffered and when the manager returned there were numerous complaints. Power struggles can destroy an organization and it is leadership’s responsibility to model an effective way to influence others to perform.

Career Management

At your current organization what are some programs that members can utilize to further or enhance their skills to move up? Are you in a position to advance at your job or is there a waiting period? Personal career development involves an individual enhancing his or her educational level, experiences, personal characteristics, and list of contacts. Employers offer management training programs, which include the steps of establishing the goals of the program, selecting individuals for training, identifying training methods, conducting the program, and following up. Management training can take place on the job in the form of incrementally assigning new tasks, having the trainee perform job rotations, award­ing lateral promotions, and assigning trainees to lead teams and committees. Off-the-job manager train­ing involves technical and managerial outside reading, additional education, attendance at conferences and seminars, and specially designed company programs. Mentoring and coaching programs take place both on and off the job (Baack, 2012).

Since you are pursuing your degree how will this assist you in reaching your career goals? Does your employer reimburse tuition for your courses and if so what is the expected return? I can recall utilizing my former employer’s tuition assistance program to pursue my master’s degree and this increased my loyalty towards them. My goal was to move up within the organization but unfortunately the organization had to downsize and my department was affected. The positive side to this was the ability to earn an advance degree therefore placing me in a situation to successfully compete.


Baack, D. (2012). Organizational behavior. San Diego, CA: Bridgepoint Education, Inc.

Barnard, C. (1968). The functions of the executive. Cambridge, MA: Harvard University Press. (Original work published 1938).

Bass, B. M. (1990). Bass and Stogdill’s handbook of leadership (3rd ed.). New York: Free Press.

Weber, M. (1922). The three types of legitimate rule. (H. Gerth, Trans.). Berkeley Journal of Sociology, 4, 1–11.


This is a graded discussion: 2 points possible

Week 6 – Discussion 1

Your initial discussion thread is due on Day 3 (Thursday) and you have until Day 7 (Monday) to respond to your classmates. Your grade will reflect both the quality of your initial post and the depth of your responses. Refer to the Discussion Forum Grading Rubric under the Settings icon above for guidance on how your discussion will be evaluated.

 Toxic Culture

In the article “Who’s to Blame for Creating a Toxic Organizational Culture (Links to an external site.)Links to an external site.” Guthrie presents the position that as the leader, New Jersey Governor Chris Christie was responsible for harboring an environment that led to what was termed Bridgegate. Based upon what you have learned thus far about leadership and organizational culture, do you support or refute Guthrie’s position? Cite at least one source to support perspective. Respond to at least two of your classmates’ posts.


This is a graded discussion: 2 points possible

Week 6 – Discussion 2

Your initial discussion thread is due on Day 3 (Thursday) and you have until Day 7 (Monday) to respond to your classmates. Your grade will reflect both the quality of your initial post and the depth of your responses. Refer to the Discussion Forum Grading Rubric under the Settings icon above for guidance on how your discussion will be evaluated.

 Coaching and Mentoring

Differentiate between coaching and mentoring. Provide an example to support how either of the two was used successfully in your current or past work life. Respond to at least two of your peers for this posting.

Week 6 – Final Paper

Organizational Behavior Analysis

In this assignment you will analyze the organizational behavior of your current or former employer. Describe how the following areas influence the organizational behavior in a negative or positive manner:

  1. Type of culture (Pluralism, Dualism or Salad bowl)
  2. Modes of communication in the organization (i.e., written or verbal)
  3. Nature of authority (i.e., recognized social rank)
  4. Motivational techniques (e.g. intrinsic or extrinsic used to influence productivity and performance)
  5. Areas of EQ (emotional quotient) embraced by the organization
  6. Virtual elements (i.e., teleworking and virtual offices)

Provide examples for each item listed above and discuss how each example applies to the organization identified. Your paper must be eight to ten pages in length and use a minimum of four scholarly sources, in addition to the textbook. Your paper must be formatted according to APA style as outlined in the Ashford Writing Center

Writing the Final Paper
The Final Paper:

  • Must be eight-to-ten double-spaced pages in length (not including the title and reference pages) and formatted according to APA style as outlined in the Ashford Writing Center.
  • Must include a title page with the following:
    • Title of paper
    • Student’s name
    • Course name and number
    • Instructor’s name
    • Date submitted
  • Must begin with an introductory paragraph that has a succinct thesis statement.
  • Must address the topic of the paper with critical thought.
  • Must use headers
  • Must end with a conclusion that reaffirms your thesis.
  • Must document a minimum of four scholarly sources, in addition to the textbook, in APA style, as outlined in the Ashford Writing Center.
  • Must include a separate reference page, formatted according to APA style as outlined in the Ashford Writing Center.

Carefully review the Grading Rubric (Links to an external site.)Links to an external site. for the criteria that will be used to evaluate your assignment.

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