• What is coaching and what is mentoring? What are the differences between the two? How can you use these techniques to better your employees and develop them into our next leaders or high-performing employees? In addition, how can you as a leader, coach, and mentor look to employees in the organization for succession planning? If you get promoted or leave the organization, how would you coach, mentor, train individuals so they can further develop their talent to be your replacement or to advance in the company?
• Research some articles and coaching and mentoring employees and elaborate on your findings.

In an essay, answer the following questions about the concepts tied to this unit. Your response needs to be at least one page in length.

• To what extent is employment-at-will an issue in discipline cases in nonunion companies?
• To what extent is it an issue in unionized companies?
• Based on your research, what advice do you have for managers?
• What advice do you have for lawmakers (i.e., to what extent should employment-at-will be relevant for employee discipline)?

Ensure the references are not more than five years old

 Consider one aspect of the future of work and society you would be most excited to see changed. What would need to be understood and/or done differently now in order for your hope for the future to be realised (min. 200 words)? 

Primary Task Response: Within the Discussion Board area, write 400–600 words that respond to the following questions with your ideas, analysis, and comments supported with application of course learning materials. Be substantive and clear, and use examples to reinforce your ideas.

Review the UWEAR and PALEDENIM scenario found here.

You will first meet with the CEOs of each organization, Theresa Tramlin and Mike Miller, to help them understand their important leadership roles for the success of the merger.

The merger is a significant change for both organizations; there is growing anxiety and uncertainty among the employees of both organizations. The goal is to complete the merger in a way that maintains employee performance and allegiance to the merged organization. Both CEOs were promoted from managerial positions, so one of your tasks is to help them understand how to distinguish the two roles.

Please discuss the following with your classmates:

• In your opinion, what is the difference between being a manager and being a leader?
• Read research findings by Kabacoff (1998) that, although men and women are perceived as equally effective in leading, women tend to focus more on production, attaining results, and people, while men tend to focus on strategic planning, organization vision, and business tasks.
• Considering this, in your opinion, which leadership theory or style will be effective when leading the merger and why? 

Reference

Kabacoff, R. I. (1998). Gender differences in organizational leadership. Portland, ME: Management Research Group. Retrieved from https://proxy.cecybrary.com/login?url=https://search.proquest.com/docview/446780574/abstract?source=fedsrch&accountid=144789

Read Case Study 4-1, “Salting,” on pages 155-156 of your textbook. Then, address the following:

1. Explain how the company’s treatment of both the “covert” and “overt” salts applications for jobs compares to the recommended counter-salting steps for employers.
2. Would either the “covert” or the “overt” salts in this case satisfy the NLRB ruling that applicants for employment must be genuinely interested in seeking employment before claiming protection under the NLRA?
3. Does the company’s opposition to becoming a union shop indicate that there was anti-union animus in refusing to consider the “overt” salts for employment?

Your response should be a minimum of 150 words per question. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations in APA format.