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Similarities between Mentoring Methods at Deloitte and Intel Companies

Discuss about the Interactive Sonification of Synchronisation.

Mentoring is usually an agreement between the mentor and the protégé whereby its nature entails the mentorship deciding the content to be learned and the advice of the mentor (Wu, Turban, and Cheung, 2012, pp. 51). The case study is on Intel Company-a technology firm that manufactures semiconductor chips for computers-that makes use of peer partnership in its mentoring program and Deloitte Company-a firm that offers professional services such as auditing, tax, and other services relating to finance-which uses conventional mentoring in the workplace.

The two firms have similarities in the mentoring method that they adopt. Both of them aim at impacting the employees with the skills necessary within the organization and enhance retention of the employees (Arora and Rangnekar, 2014, pp. 205). Deloitte aim is to ensure that the junior employees can navigate their way into the firm thus improving retention and alignment as per the organization while Intel targets at increasing knowledge transfer of the employees and spread skills which have a high demand in the firm. The mentoring program ensures that the companies retain their employees by keeping them at work and happy. Ensuring that the new employees acquire the required skills improves the productivity of the firm due to motivations created during the mentorship program.

Nonetheless, the two methods of mentorship adopted by the two firms have differences. First, the conventional mentoring way used by Deloitte is usually for a targeted period after which it is terminated, but the relationship can be retained by the participants (Srivastava, 2015, pp. 430). According to the firm, each participant is assigned a director who is committed for at least two years to assist the protégées to drive their careers by acquiring skills. As per the peer partnership mentoring technique applied by Intel, it involves two employees who are equal-aged rather than having a senior employee mentoring the juniors and is long-lasting. The junior employees are paired with individuals with similar experience and are already in the firm. According to Intel, the employees are allowed to drive their mentorships and associate with an accountable number of other employees, adopting a mentoring culture in the firm.

The two mentoring methods as well differ from peer partnership employed by Intel Company involves forming a support group that mentors each other by deliberating about issues and challenges which are current. Regarding this problems, the team avails strategic advice and relevant information to each other, thus increasing the level of relationship between this employees (Heinrich, and Oberleitner, 2012, pp. 7). However, the conventional mentoring method used by Deloitte Company creates a situation of a teacher-student scenario, which involves following goals, guidelines, and the schedule of the meeting of the parties. The mentor directs the protégée on everything that they are entitled to do within the setting of the organization without them giving any contribution as they are following the laid down goals of the firm. Hence, there is little touch between the new employee and the mentor which results in an inferior relation between the employee and the directors.

Differences between Conventional and Peer Partnership Mentoring Techniques

The system map provides the Insurance Company’s high-level outlook of the application portfolios which are mostly common to all insurance firms. It intends to provide the main functionality contributed by each element (Fesperman, et al., 2012, pp. 519). It as well provides a framework of communication for technology teams and other stakeholders.

The Head of the Department hires graduate students in a situation where the rest of the workers are fully engaged in research forcing the graduates to be overworked to carry on with the activities of the firm. Lack of interaction with other employees creates a situation of neglecting (Barrales?Molina, Bustinza, and Gutiérrez?Gutiérrez, 2013, pp. 572). The graduate students lack adequate training on the task which they are supposed to perform. Lacking motivation from the management as well leads to less effectiveness in their performance. All these factors all combined make the new employees feel stressed up with the tasks, eventually quitting the job.

The nature of a company entails the association of people, usually formed for a common purpose, and sharing profits that arise from the business. The reference is on TwetSepta Construction Company that deals with the construction of buildings and roads (Tyagi, 2013, pp. 5). The company is faced with the issue of one of the primary members wanting to quit the firm due to what he considers as imprudent management and which needs to be resolved with urgency by putting the active listening technique into practice. The method aims at understanding the views and the feelings of the involved party and finds a solution to the problem.


To solve the issue, I would set a meeting with the member, and as the conversation takes place, attention is paid as they present their problem regarding what makes them feel that the company is not managed accordingly. Once the meeting is set, nonverbal cues used by the member to express their feelings are noted as they present a deal of information regarding what they feel (Bodie, 2012, pp. 110). Creating a face to face scenario creates a better opportunity to determine the irritation, through expression in the eyes of the member to determine the seriousness of the situation according to them. The focus is to be made on every word said to understand the situation. The member might be unable to present all the details but considering their nonverbal cues, additional information can be attained. Minimal interruptions are necessary. Paying attention first to the member without interruptions creates a better understanding of the matter.

System Map for Insurance Company

Usually, at this incidence, it would be imprudent to prepare responses, but rather consideration is first given to the points stated. To be in a position to grasp all the grievances, an open-minded approach is appropriate, by first withholding judgment. As the member presents the situation, criticism should be held, including selling the point of the member at that instance (Weger, et al., 2014, pp.14). Honest questions are asked to be in a position to acquire additional details about the situation. Reflecting on the emotions observed by putting down the member’s principal arguments in simple but clear format is necessary for re-embarking while delivering the judgment on the situation. In the process, sharing of ideas and feelings with the member based on the case is crucial as it represents the manager’s thoughts.


Once all the information regarding the problem has been collected, a summary is done by bringing together all the facts and all the pieces relating to the situation to figure the understanding and what needs to be done about it. Validation of the problem is necessary which can be achieved by responding to the issue accordingly and interestingly. As the optimal goal of listening is to hear what is said, feedback and eventually an appropriate response to the situation is necessary (Varni, et al., 2012, pp. 158). After identifying the authenticity of all the data presented, an honest answer on how to correct the management problem would be best suitable to the member and the entire organization as prudence is maintained for the success of the organization. A solution that would suit the firm as a whole would be good for adoption such as coming up with a committee that would occasionally foresee the level of management, to ensure that it meets the necessary standards determined by the goals and the objectives of the organization. Hence, ensuring that all members are satisfied with how the firm is run to achieve its objectives.

The TwetSepta Construction Company has a business proposition to construct a residential apartment of thirty self-contained rooms. The proposal is too important for the organization, and there is need to win the contract. Negotiation is necessary as it manages the interests of the client and the agency. As a manager, applying the negotiation technique, I would do the following to ensure that the company is not locked out of the proposition.

Practicing to be a good listener is crucial as the agent not only wants to see that the manager is listening but also contemplating what they are told. It entails the use of facial expression, movement of the head, and posture during the negotiation process (Odell, 2012, pp. 380). Eye contact should be maintained and no interruptions until the prospect is done presenting their plan and asking questions for any clarification. The questions should be open-minded, such as when discussing the cost, emphasis might be on past works of your clients for assurance that quality would match the price. When negotiating the proposition, the goals set by TwetSepta Company should be specific, high, and even considerably challenge. For example, TwetSepta by taking up the proposal was sure that it would cut the cost of the project by 20%. However, it negotiates for a higher price or adjustment in the timeline.

Active Listening Technique for Handling Management and Employee Issues


By playing to the emotions of the prospect, it guarantees to a certain percentage that you get the contract. For example, TwetSepta Company may emphasize on the existing relationship with the client or the excitement of the firm’s team in working with the customer. Hence, this would lure the client to take up the company for the project (Craver, 2012, pp. 30). By securing the prospect, it means that the client would benefit from working with the company. Hence, the emphasis is to be made that the organizations understand their set standards and quality for their apartments, and possess the right skills that the prospect is looking for.

The manager should understand as well emphasis on the urgency of the project. For example, TweTsepta Company may indicate that if the construction does not begin immediately, the client might have to spend extra cash due to rise in prices of materials which is affected by changes in the economy. Consequences of delaying the project should be explained to the client. Hopefully, the company and the prospect will eventually come out of the phase of negotiation and become a client. The aim is to ensure that the client is always satisfied with the outcome of the talks, which translates that the firm should not appear as confident as it should be the outcome of the negotiation. The client should always feel that they were not exploited and felt that they made concessions and are satisfied with the way forward.

Abdullah, A., Marzbali, M.H., Woolley, H., Bahauddin, A. and Maliki, N.Z., 2014. Testing for individual factors for the fear of crime using a multiple indicator-multiple cause model. European Journal on Criminal Policy and Research, 20(1), pp.1-22.

Arora, R. and Rangnekar, S., 2014. Workplace mentoring and career resilience: An empirical test. The Psychologist-Manager Journal, 17(3), p.205.

Barrales?Molina, V., Bustinza, Ó.F. and Gutiérrez?Gutiérrez, L.J., 2013. Explaining the causes and effects of dynamic capabilities generation: A multiple?indicator multiple?cause modelling approach. British Journal of Management, 24(4), pp.571-591.

Bodie, G.D., 2012. Listening as positive communication. The positive side of interpersonal communication, pp.109-125.

Craver, C.B., 2012. Effective legal negotiation and settlement. LexisNexis.

Fesperman, R., Ozturk, O., Hocken, R., Ruben, S., Tsao, T.C., Phipps, J., Lemmons, T., Brien, J. and Caskey, G., 2012. Multi-scale alignment and positioning system–MAPS. Precision Engineering, 36(4), pp.517-537.

Heinrich, K.T. and Oberleitner, M.G., 2012. How a faculty group's peer mentoring of each other's scholarship can enhance retention and recruitment. Journal of Professional Nursing, 28(1), pp.5-12.

Lindahl, M., Sakao, T. and Carlsson, E., 2014. Actor's and System Maps for Integrated Product Service Offerings–Practical Experience from Two Companies. Procedia CIRP, 16, pp.320-325.

Odell, J.S., 2012. Negotiation and bargaining. Handbook of International Relations, 2nd edn, Beverly Hills: Sage Publications, pp.379-400.

Srivastava, S.B., 2015. Network intervention: Assessing the effects of formal mentoring on workplace networks. Social Forces, 94(1), pp.427-452.

Tyagi, B., 2013. Listening: An important skill and its various aspects. The Criterion An International Journal in English, 2(12), pp.1-8.

Varni, G., Dubus, G., Oksanen, S., Volpe, G., Fabiani, M., Bresin, R., Kleimola, J., Välimäki, V. and Camurri, A., 2012. Interactive sonification of synchronisation of motoric behaviour in social active listening to music with mobile devices. Journal on Multimodal User Interfaces, 5(3-4), pp.157-173.

Weger Jr, H., Castle Bell, G., Minei, E.M. and Robinson, M.C., 2014. The relative effectiveness of active listening in initial interactions. International Journal of Listening, 28(1), pp.13-31.

Wu, S.Y., Turban, D.B. and Cheung, Y.H., 2012. Social skill in workplace mentoring relationships. Journal of Organizational Culture, Communications and Conflict, 16(2), p.51.

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