Atlas Business Coaching

Atlas Business Coaching is at the cutting edge of developing professionals and forward thinking organisations to assist them to facilitate growth.

Atlas Business Coaching is the modern / scientific way of working with professional and forward thinking organisations to assist them to facilitate growth.

Are you in business, a business professional or work for a larger corporation?

Do you want to gain clarity and focus to move your business or department forward?

Do you want to use the latest business techniques and see your business or department evolve into an successful and vibrant team workforce?

Would you any member of your management or executive team benefit from developing their skills?

Would you like to see an improvement in performance or efficiency of you or any member of your organisation?

Do you or any member of your organisation need to be prepared for promotion or that important development interview?

Atlas Business Coaching is at the cutting edge of developing professionals and forward thinking organisations to assist them to facilitate growth.

Who are we?

We are aimed at the professional sector to assist in personal performance and achieving those desired goals.

We are able to combine proven theory and techniques with a human aspect to achieve a sustainable change and growth.

We achieve this through coaching programmes, seminars, presentations and training.

We have the tools and the staff to ensure that the experiences of today become the stepping stones of tomorrow.

We are able to assist business professionals close the gap between their business aspirations and the current performance of their business by using our effective coaching and training methodologies. This means that you will have the ability to establish the root cause(s) of your business problems.

Through the use of our coaching and training techniques we are able to facilitate our clients to build a profitable business whilst maintaining an effective work / life balance.

Atlas Business Coaching aims & objectives

Our analytical approach

A) Enquiry and Questioning of the six functions of business.

B) Because personality and behaviour has an impact on us and those around us, it is a key element to profitable functionality and motivation throughout the organisation.

We aim to help Business professionals

1. Understand behaviour of ourselves and others including the impact on others
2. Recognise the behaviour styles of people around them
3. Creative development of our behaviour and relationships to gain a better response

The facilitation of:

1. Planning
2. Implementation
3. Dealing with the impact of change

Our Consultancy

Once stage one has been completed, it is normal for ABC to assist our clients implement some or all of the agreed changes making them a reality.

ABC approach to project work and forward planning is based on proven theory, is humanistic and is fundamentally innovative which differentiates us in the area of business coaching and development.

We aim to

• Ensure the pace and the input of ABC to be determined by the client on a monthly basis, based on the S.M.A.R.T. and S.W.O.T. principles.
• Ensure each and every ABC advisor is a professional in their own right with access to their own dedicated development tools.
• Accept that every business has the ability to improve performance, either managerially, sales, marketing, finance or the Standard Operating procedures including the environment in which we work.

ABC will have a positive impact

• Business Coaching
• Coaching mentoring
• Individual, Executive, corporate and Team
• Executive Communication
• Dynamic Communication
• Improved understanding of People
• Understanding how to manage and motivate each other
• Understanding how behaviour affects each of us the way that it does
• Behaviour Selling Skills

Building a high performance team

To see how we are able to support guide and coach you in the development of a high performance selling team and marketers of your product, then you need to register with us

Then you will be able to down load the basic stratagem for developing your business.

From then on you will be able to engage our services to develop your business further and to provide a high quality product at competitive prices to attract investment to the east Midlands.

Reduce employee turnover, increase customer service, increased staff reliability, improve decision making, have more self reliant staff,

Increase performance. Less stress.

Atlas Business Coaching Curriculum contents

What is coaching? – understanding coaching -coaching described.

1. Benefits of Coaching
2. The art of reflective practice learning to Lure not compel
3. A Coach Their attributes and qualities
4. The five stages of Coaching

Non directive coaching

1. Asking good questions
2. Listening
3. Active listening
4. Empathy, Congruence UPR
5. Respecting the choices others make
6. Self disclosure

Effective Coaching and the interpersonal world of an individual. Allowing a person to learn without being taught.

1. Understanding the importance of goals
2. Identifying long term goals
3. Learning to challenge and being challenged
4. The coaching process DPP(T)
5. The importance of relationships and the impact we have on others

An introduction for managers to the skills of effective coaching

1. Choosing who to coach – are they willing and able
2. Initiating contact
3. Agreeing parameters and boundaries
4. Setting the ground rules

Generating understanding and raising awareness of self and others

1. Generation of ideas and making choices
2. Solving specific problems – the paradoxical nature of change
3. Developing yourself
4. Perceptions

Proposing – a non directive approach

1. Establishing a starting point
2. Necessary Conditions needed for development
3. Building a rapport and relationship
4. Assessment and evaluation
5. Providing feedback
6. Preparing for the separation of Coach and Client

Coaching in the work place

a) Choosing the right environment

b) Using the ABC Matrix of relationship and goal setting

Getting started

a) Making sure the relationship is understood

b) Setting parameters and boundaries

c) Motivation –v- Resistance DPP 86/124

Coaching teams

a) Understanding the Group process

b) ‘T’ Groups

c) Motivation – ‘A’ motivation DPP 86

coaching in context

a) Goals, Plans, Skills

b) Mission, Vision organisational strategy

c) Individual locus of evaluation Internal External

d) Script formation – objective behavioural –v- subjective intentional

The art of coaching

1. Counselling, Mentoring Coaching
2. Training Coaches
3. Questions to ask a prospective Coach
4. The buyers prospective

Management & organisational behaviour

The Nature of Organisational Behaviour

1. Objectives
2. The meaning of organisational behaviour
3. Influences on behaviour in organisations
4. Behavioural Science – an interdisciplinary approach
5. Contrasting perspectives of organisations
6. Organisational effectiveness
7. Orientations to work
8. Management as an integrating activity
9. The psychological contract
10. The need for an international approach
11. Britain and the single European Market
12. The influence of National Cultures
13. Culture and organisational behaviour
14. The use of case studies
15. Synopsis
16. Review and discussion
17. Case study
18. Notes and bibliography

Approaches to Organisation and Management

1. Objectives
2. Management Theory
3. Developments in Management and organisational behaviour
4. The Classic Approach
5. Scientific management
6. Relevance of Scientific Management
7. Bureaucrac
8. Criticisms of Bureaucracy
9. Evaluation of Bureaucracy

The organisational setting

The individual

Individual differences

1. Objectives
2. Individual behaviour in organisations
3. Personality
4. Nomothetic and idiographic approaches
5. Theoretical approaches – Nomothetic
6. Erik Erikson
7. Other theoretical approaches
8. Sigmund Freud
9. Carl Jung
10. Kelly’s personal construct theory
11. Applications within work organisations
12. Attitudes
13. Attitudes managers and Cultures
14. Attitude change
15. Learning
16. The process of Learning
17. Classical Conditioning
18. A Thesis on Operant conditioning
19. Application of Theories of Conditioning
20. Limitations of the behaviourist School
21. The Cyclical Nature of Learning
22. Application of learning Theory to organisations
23. Learning Theory applied to Study Skills
24. Synopsis
25. Review and discussion
26. Notes and bibliography

The process of perception

1. Objectives
2. The perceptual process
3. The perception of People
4. Meaning to the Individual
5. Internal factors
6. External Factors
7. Organisation and arrangement of stimuli
8. Perceptual illusions
9. Reaction to Stimuli
10. Perceiving other people
11. Perceptual distortions and errors
12. Selection and attention
13. Organisation and Judgment
14. Attribution Theory
15. Dealings with other people
16. Stereotyping
17. The Halo affect
18. Perceptual defence
19. Projection
20. Selectivity in the perceptual process
21. Illustrative example – the Image of Women
22. Gender dimensions in organisations
23. Historical perspective
24. Understanding women’s positions and status
25. Informal practices and networks
26. Unwritten assumptions and expectations
27. Synopsis
28. Review and questions
29. Bibliography

Groups and leadership

The Nature of Groups

1. Objectives
2. The meaning and importance of Groups
3. Influences on Behaviour at work
4. Work pasterns of organisations
5. Formal Groups
6. Informal groups
7. Reasons for the formations of groups
8. Group cohesiveness
9. Groups development and maturity
10. Potential disadvantages of strong cohesive groups
11. Characteristics of an effective work group
12. The effects of Technology on a work group
13. Role relationships
14. Role Conflict
15. Role Stress
16. Synopsis
17. Review and questions
18. Bibliography

Group processes and behaviour

1. Objectives
2. Interactions amongst members
3. Membership of successful teams
4. Patterns of communication
5. Analysis of behaviour in groups
6. Sociometry
7. Interaction analysis
8. Frameworks of behavioural analysis
9. Group performance and effectiveness
10. Brainstorming
11. Variety of interrelated factors
12. Group dynamics
13. ‘T’ groups
14. Synopsis
15. Review and questions
16. Bibliography

The nature of leadership

1. Objectives
2. The meaning of leadership
3. Leadership and management
4. Managerial Leadership
5. The leadership relationship
6. Approaches to leadership
7. The qualities or Traits approach
8. The functional or group approach
9. Action centred leadership
10. Leadership as a behavioural category
11. Consideration and structure
12. Employee centred and production centred supervisors
13. Styles of Leadership
14. Continuum of leadership behaviour
15. The situational approach
16. Contingency Theories of leadership
17. Fielders contingency model
18. Vroom and Yetton contingency model
19. Path – Goal Theory
20. Readiness of the followers or group
21. Revised model of Leadership
22. No one best style of leadership
23. National cultural dimensions of leadership
24. Variables affecting leadership effectiveness
25. Synopsis
26. Review and discussion
27. Notes and references

Context of the organisation

Organisations Goals and Objectives

1. Objectives
2. The nature of organisational goals
3. The functions of goals
4. Integration of goals
5. Classification of organisational goals
6. Organisational ideologies and principles
7. Objectives and policy
8. The profit objective
9. Fallacy of the single objective
10. The need for Strategy
11. The concept of synergy
12. SWOT analysis
13. The management of opportunities and risks
14. Social responsibilities of management
15. Main areas of social responsibility
16. Social reports
17. Profit and effective performance
18. Synopsis
19. Review and discussions
20. Bibliography

Organisations structures and systems

1. Objectives
2. The meaning of organisation and structure
3. Levels of organisation
4. Dimensions of structure
5. The importance of good structure
6. The design of organisational structure
7. Clarification of the objectives
8. Task and element functions
9. The division of work
10. Co-ordinating mechanisms
11. Centralisation and decentralisation
12. Principles of organisation
13. Span of control
14. The Scala chain
15. Flatter organisational structures
16. Formal organisational relationships
17. Line and staff organisation
18. Project teams and matrix organisation/li>
19. Effects of a deficient organisational structure
20. Organisational charts
21. Synopsis
22. Review and discussions
23. Bibliography

Contingency approach to organisation and management

1. Objectives
2. The meaning and nature of the contingency approach
3. Size of the Organisation
4. Technology
5. The Woodward study
6. The major dimensions of Technology – Perrow
7. Environment
8. Burns and Stalker study
9. Mixed forms of Organisational structure
10. Lawrence and Lorch study
11. Evaluation of the contingency approach
12. Contribution of the Contingency theory
13. Is Culture a contingency Factor
14. Organisational practices
15. Parkinson’s Law
16. The Peter Principle
17. Synopsis
18. Review and Discussion
19. Bibliography

Management as an integrating activity

The nature of Management

1. Objectives
2. The meaning of Management
3. The process of Management
4. Management as a social process
5. Other analysis
6. The tasks and contributions of a manager
7. The particular approaches to management
8. Essential nature of managerial work
9. The efforts of other people
10. The personnel function
11. Management in service industries
12. Management in Public Sector and private enterprise organisations
13. The attributes of a manager
14. Qualities of a successful manager
15. The work of a manager
16. Classifications of a managers job
17. Managerial roles
18. Patterns of managerial work and behaviour
19. Behaviour patterns of general managers
20. Overview of the nature of management
21. Synopsis
22. Review and discussions
23. Bibliography

Managerial behaviour and effectiveness

1. Objectives
2. Managerial Behaviour
3. Managers attitudes towards other people
4. The V W X Y Z Theory
5. Behavioural implications of management accounting
6. The leadership grid
7. Management Systems
8. System 4 management
9. Casual intervening and end result variables
10. Management by objectives (MBO)
11. Applications of MBO
12. Criticisms and limitations of MBO
13. Managing people

Organisational processes

• The nature of work motivation
• Job satisfaction and work performance
• The nature of delegation
• The nature of management control

The personnel function

• Personnel and employee relations
• Staffing your organisation

Improving organisational performance

• Organisational Development
• Management Development and organisational effectiveness