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Human behavior is a very complex and immeasurable area. It is thought to be affected by

genetics, perceived behavioral controls, attitude, and societal norms. On the other hand,

economics has a straightforward and well worked out theory of human behavior where

individuals are taken to be influenced by both preferences and constraints like budget andtime. In the case of ‘Nairobi the school of tomorrow’, Jim, the leader in management

interacts with his followers, peers, seniors, and others; whose support he needs in order to

accomplish the school goals. To gain their support, Jim understands and motivates them.

To understand and motivate people in this complex working environment, leaders must

know and understand human nature. Human nature is the common qualities of all human

beings. People behave according to certain principles of human nature.

Human needs are an important part of human nature. Values, beliefs, and customs differ

from country to country and even within group to group, but in general, all people have a

few basic needs. As a leader, Jim understands these needs because they can be and are in

the case of ‘Nairobi the school of tomorrow’ powerful motivators.

As leader, Jim needs to understand what constitutes leadership skills and how to choose

human behavior preferences. The question is always asked whether leaders really know

and understand about what inspires someone to get out of bed in the morning and want to

go to work. When a leader understands this it can make the difference between frustration

and joy, mediocrity and greatness, failure and success. As a leader, Jim understands

human motivation and dynamics which impacts in the organizational work environments,

performance and satisfaction.

There have been different approaches to profiling people on the basis of personality types

in order to identify their strengths and weaknesses as the members of a team. When

Meredith Belbin first discovered the patterns of Team Role behaviors, these were

concepts which had not previously been identified. This meant that they required new

terms. The use of Belbin team roles concept is such that staff can use its neutral language

to describe behaviors, situations and relationships which might otherwise be difficult to

articulate.

Unlike others researchers in the earlier days of psychology, Abraham Maslow's based his

theory of human behavior and human needs on creative people who used all their talents,

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potential, and capabilities). Maslow felt that human needs and behavior were arranged in

a hierarchical order that could be divided into two major groups: basic needs and

metaneeds (higher order needs). With regard to the Nairobi School of Tomorrow, the

management has obviously recognized the basic needs associated with staff as well as

pupils, namely basic Needs which are physiological, such as food, water, and sleep; and

psychological, such as affection, security, and self-esteem. The being needs have also

been met which include justice, goodness, beauty, order, unity, etc.

These needs are normally listed in a hierarchical order in the form of a pyramid to show

that the basic needs (bottom ones) must be met before the higher order needs and is

diagrammatically illustrated as follows:

To summarize this part, it can be understood that Nairobi the School of Tomorrow

through their leadership as well as sense of belongingness and accountability have

contributed to form part of a brilliant team whereby there is a balance of primary roles.

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Thus, it can be found that when team members know their roles, they work to their

strengths and actively manage weaknesses. Thus, using Belbin team roles, for example,

it can be found that there is a co-ordinate or Shaper as a leader with a team that

stimulate and bring forward ideas as well as evaluators to maintain honesty and clarity

in the way the organization is managed with more than one implementer, team worker,

resource investigator or finisher to make things happen.

Communication is a continual process that involves the sending and receiving of

messages via different channels. Just like a channel on a television, sometimes static or

interference gets in the way of information being relayed. This static is referred to as a

barrier or filter. There are a variety of barriers and filters involved in the communication

process as shown below:

When the communication loop brakes down, it means that the sender was not

"congruous" in his/her use of combining the content (words) with the tonality (sound of

voice) and the body language (movement). If, for example, communication can be

assumed to equal 100%, only 7% or so of the processing of communication comes fromthe content or words. Another 38% comes from the tonality, modulation, speed, pitch of

the voice used to communicate.

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However, a whopping 55% comes from what can be seen physically through the

communicator, his/her body language, posture, gestures, and eye contact. That means that

to see the person with whom someone is communicating to get the most understanding

from the interchange.

To sum up, it can be stated that humans have a primal need to communicate which has

been so professionally done by Nairobi school of tomorrow that use the communication

loop to communicate and when it breaks, they have the primary responsibility for

mending the break.

There are five key elements of active listening. They all help to ensure that people are

heard. This is through paying attention to the speaker, showing the people that the listener

is listening actively through the provision of feedback as well delaying judgments until

the end of the message and responding appropriately afterwards.

It takes a lot of concentration and determination to be an active listener. Old habits are

hard to break. Thus, listeners need to be deliberate with their listening and remind

themselves frequently that their goal is to truly hear what the other person is saying. As

well as asking questions, reflecting, and paraphrasing to ensure the listener understands

the message. If that’s not the case, then, f you don't, and then the listener will find that

what someone says and what the listener hears can be amazingly different. Thus, Nairobi

school of tomorrow have started by using active listening to become a better

communicator, improving their work environment with workplace productivity, and

developing better relationships.

One of the most significant changes is the requirement for quality objectives, that is,

requiring that quality objectives be established at each relevant function and level within

an organization. The manner in which quality objectives are established and managed

will have an enormous impact on the organization's performance. The quality objectives

will either drive strategic improvements throughout the organization, significantly

elevating the importance of the quality management system, or they'll simply become a

meaningless exercise in data collection. It all depends on how the task is carried out.

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Like, for example, Nairobi school of tomorrow can be find the basic requirements for

quality objectives which are quite simple, establish quality objectives at relevant

functions and levels, making sure they're measurable, including objectives needed to

meet product requirements, communicating to all personnel the meaning of the objectives

and how each person helps to achieve them and finally, during management reviews,

evaluate the need for changes to quality objectives.

In order to survive, Nairobi school of tomorrow has to recognize that to survive and

prosper in these tough times, they as an organization have to be performing at the

highest level of effectiveness. This means leadership skills, decision-making, staff

relations, creativity, stress and time management, meeting control or sensitive issue

handling, has to be of the very highest order. The Chartered Institute of Personnel

and Development (CIPD) lists some characteristics of coaching in organizations

that are generally agreed on by most coaching professionals, which are that it

consists of one-to-one developmental discussions providing people with feedback

on both their strengths and weaknesses aiming at specific issues/areas focusing on

focusing on the improvement of performance and enhancing individuals skills.

A mentor is usually more experienced and qualified. Often a senior person in an

organization who can pass on knowledge, experience and open doors to otherwise out-of-

reach opportunities compared to coaching which is generally not performed on the basis

that the coach needs to have direct experience of their client’s formal occupational role,

unless the coaching is specific and skills-focused.

Individual and management development can take place in many forms, some delivered

by team leaders, managers and some by internal or external coaches, or mentors.

Coaching is the helping process where assistance is provided to another person to

improve awareness, set and achieve goals in order to improve a particular behavioral

performance. On the other hand, mentoring is the process of helping to shape an

individual’s beliefs and values in a positive way which is often for a longer term career

relationship from someone who has done the process before, thus helping an individual to

improve performance by resolving situations from the past.

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Coaching Mentoring

1. Coaching generally deals with

task, it only undertakes some

issues like proper

management, proper

communication and

strategically thinking this is

the duty of coach so that it is

easy for coachee to improve

himself.

2. Coaching is just for a short

period of time. Coach and

coachee are in relation for a

short period of time. Shortest

can be some session otherwise

depending on its requirement

in raltion to the main purpose

of the coaching.

3. Coaching depends on

performance in order to

improve the performance of an

individual so that individual’s

performance can be improved

by training and providing new

skills.

1. Mentoring focuses on

relationship, which helps t

build friendly enviroment so

that mentoree is comfortabl to

share everything with mentor.

Many other tings are used in

order to have a proper relation

ship which is out of certain

things like balancing work life,

self confidence and self

perception.

2. Mentoring is for a long period

of time. The main aim of

mentoring is to have a

successful relation between the

mentor and mentoree which

enable mentoree to open up

and share as much as things

possible or any or any other

issue. This relation lasts for 9

– 12 months.

3. Mentoring depends upon

devlopment. It believes in

developing employee present

and future and mentor is

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4. There is no particular plan,

pattern or design required for

this. Coaching can take place

anytime, anywhere until and

unless this is no large group

involved for coaching in such

cases certain tools and

techniques are used that is

easy to implement.

5. In coaching the critical

manager is coachee’s

immediate manager. They

provide feedback on the ares

of lacking where there can be

improvement made with the

help of coaching.

responsible for this though

there is no relation between

the manager and mentor as a

result there are never any

issues between mentor and

manager.

4. Mentoring is a lonf term

programme so a pattern is

designed that emphasis on

relations.

5. Here the immediate manager is

not direct participant. He gives

continous feedback in order to

make preoper utilization to

mentoring experience because

there is no direct contact

between mentor and manager

which maintains the integrity

of the relationship.