The article is about the important and widely discussed issue of the financial evaluation of the effciency of coaching, mentoring and trainings. Me authors question how human development projects should be treated in accounting: more as operational costs or long term investments. Mey explain when projects are pro&table and how to measure the profitability of such projects. Me article presents the main assump-tions and methods of the financial evaluation of coaching, mentoring and training eficiency. Me authors present the Kirkpatrick ’s Model and Philips’ Model. Finally the authors present the results of an evaluation study that they conducted in Polish conditions using the mentioned methods.

The article presents the nature of an autonomous and paternalistic management style. The author refers to “folwark-like organizational culture model” popular among Polish companies which embodies the essence of paternalistic management style characterized by coercion and absolute control over an employee. The author states that it is not in company’s best interest to have the employees dependent on their superiors. Autonomous management style characterized by trust and respect is much more constructive. That style of management directly corresponds with coaching approach.

The main aim of the paper is to present mentoring as a method supporting personal and professional development of an individual. The author discusses various aspects of mentoring and attempts to define the essence of mentoring. Benefits for all parties involved in the process – mentees, mentors and organisations – are examined. Success factors of mentoring programmes are identified, as well as any aspects that may lead to its failure.

Behavioural sciences – describing and explaining human behaviour – can and should add more value to the practice of innovation management. The term “behawioryka” has been coined by the author of the paper to emphasize practical implications of behavioural sciences for the management of innovative projects. Behawioryka does not strive to describe scientific experiments or their findings. Its aim consists in formulating practical tips, principles and tools for start-up leaders, in order to facilitate the management of their ventures, which are high-risk and unique projects with a great market potential. The article outlines the foundations of behawioryka and mentoring as an optimal method of application of its principles in the process of working with start-up leaders.