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R On the basis id CPID research, Clutter buck and Megginson

(2005) a coaching culture as on where ¶coaching is predominant
style of managing and working together and where commitment
to improving the organization is embedded in a particular
commitment to improving the people·. A culture of coaching is
linked to the basic performance management process of providing
feedback and reinforcement as the following quotation explains.

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R A culture of coaching is one in which the regular review of
performance and just-in-
time feedback is expected. Employees depend on reinforcement
when they have done things correctly, and understand that a
constructive critique of their work when it
needs improvement helps them to be more effective. For
managers, this culture sets the standard for recognition for jobs
well done. The culture of coaching also sets the expectation for
feedback - positive or for improvement - that is specific,
behavioural and results based. This type of culture is self-
reinforcing as it leads to improved
R Evered and Selman (1989) made huge claims for the importance of
developing a coaching culture when they argued that good coaching was
the essential feature of really effective management. They advocated a
paradigm in which ¶the process of creating an organizational culture for
coaching becomes the core managerial activity·, and where coaching is
viewed ¶not as a subset of the field of management but rather as the heart
of management·.
R In a coaching culture managers believe that people can succeed, that they
can contribute to their success and that they can identify what people
need to be able to do to improve their performance. They recognize that
coaching can provide motivation, structure and effective learning and see
performance management as an enabling, empowering process that
focuses on learning requirements. Hamlin, Ellinger and Beattie (2006)
commented on the basis of their research: ¶Truly effective managers and
managerial leaders are those who embed effective coaching into the heart
of their management practice.·
R Developing a coaching culture in which managers have the skills and
commitment to coach informally as well as on more formal occasions is
difficult. It takes time and is a matter of guidance, training,
encouragement and the example provided by senior managers and
colleagues.

R As Lindbom (2007) emphasizes: ¶Coaching must become part of the

organization·s identity by including it in core competencies and behaviour
expectations.· HR or learning and development specialists have an
important role. They can act as mentors (or establish a team of mentors) to
provide guidance and emphasize the added value that can be obtained
from coaching to the benefit not only of the individual but also the
manager and the organization.