Training processes were crucial in the times of economic transformation. They provided high-tech methods of personnel management. Coaching gained importance as a method. Any problems with defining the idea of coaching are solved by the descriptive approach of the European Mentoring & Coaching Council. Its proposal is to understand coaching through competencies. Reengineering based on coaching is gaining importance in the Polish economy. The Norman Benett Group successfully applies comprehensive coaching in organizations using syncretistic methods.

Profound social changes, new technologies, globalization and a growing diversity of the working environment all greatly in&uence the management process. More and more managers realize that keeping valuable employees requires something more than good money. In the current reality, in order to create teams that achieve great results managers must replace typical managerial behaviors, such as supervising, checking, monitoring and controlling, with new behaviors, such as coaching and communication. In other words, managers must change the paradigm of management.,e article describes coaching as a method of managing people. A coaching style of management should be implemented in order to improve the working atmosphere and conditions. In the end, people will be more effective and consequently the company will earn more money.,e author focuses on the current situation of managers in Poland.

This paper provides an overview on the development of a coaching culture. It focuses on the best practices that are developing within the US and the European Union and presents a five stage model for the development of a coaching culture within organizations. Me five stages are: Informal External Coaching, Professional External coaching, Coaching for A ll, Coaching as a Management Style and Coaching Across the Network. Me article suggests that many organizations have aspirations to build a coaching culture, but a large number of them are currently at level one, two or three a long this journey.

Following the example of business companies, political organizations, including public administration, in order to successfully achieve the objectives for which they were established, they should look for new solutions in building their usability and visibility in the market. Previous use of marketing knowledge, especially the adoption mainly promotional orientation, is no longer enough, to the action taken by them that could be effective in the global information society. Caring only about the promotional aspects of the public administration image in isolation from other marketing technics, organisations and communication links operating in this market, is no longer sucient for the existence and survival in a changing world. Use knowledge of personal branding and coaching that are used successfully in the beld of business, can anect the development and conbdence of all political organisations. Starting from the analysis of the communication process in politics, changing the meaning of its links and the promotional orientation adopted in their marketing activities, the author proved that, a new approach based on authentic and credible values of the organization and its people, who base the creation and management of their brand, is one of the leading elements of the enectiveness of the actions taken by all political organisations, with particular emphasis on public administration units. Certainly, there is a need to communicate the reasonableness of investing in strong brand leaders and individual employees forming a strong brand public administration, using management techniques, which is for sure coaching and personal branding.

The article attempts to discover the dilemmas of coaching as a management tool by managers of distribution. It shows the richness subdiscipline Organizational Behaviour, little exposed on the Polish market development and training and its role in complementing competencies coaching sales managers. Emphasizes the link between the use of coaching techniques for managers, organizational behaviour and rituals. The intention to implement this article is to identify areas of organizational behaviour as that coach should explore, especially in managerial coaching.

The article presents how competence management in organization contributes to the effective functioning of the modern enterprise. Coaching with its multiplicity and complexity used as a tool for human resources development can bring many benefits into competency management. According to the author it is possible to find convergence in certain areas that coaching and competence management are described in the article.

The article is a theoretical introduction to further empirical studies planned by the authors. Its aim is to review the theoretical assumptions concerning the concept of self-leadership as a basis for an integrated, holistic management paradigm, manifested among others in coaching management style. One of the concepts referred to by the authors is Spiral dynamics by Graves, which assumes continuous development of self-consciousness of man and of humanity as a collective community, which is reflected also in management.

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 paper presents the characteristics of coaching management style. Some substantial dilemmas encountered by the managers who apply the coaching management style have been indicated. The dilemma of being a coach or a mentor, the dilemma related to the manager’s behaviour towards the employee awaiting orders, the dilemma related to applying coaching to employees at the time of electronic communication and the dilemma of applying coaching at work under time pressure have been analysed.