Universal integrated framework

 Continuous professional development

It integrates CPD and supervision within the coaching process. The framework provides
opportunities for both the coach and coaches to review their learning together moving from
‘I learning’ to ‘we learning’.

Continuous professional development is an important part of coaching/mentoring for Cebu pacific

to ensure personal development, accountability, collective practice, and shared learning within the
organization. It builds mutual understanding of the universal elements in the process and its
benefits. It eases the flow of information between individual and the collective entity in the
organization, to shape policies, steer priorities and assure level of practice

 Appreciation of cultural environment

The framework emphasizes the significance of appreciating others’ cultures as well as one’s own. It
encourages the coach and coaches to understand that culture is multi-layered, and that culture
exists in all coaching situations.

Cebu Pacific Air A’s organizational culture shows that the successful business organizations do not
adopt an extreme cultural orientation, but try to find the right equilibrium to develop the effective
culture. Cebu Pacific Air A has successfully created a strong organizational culture that is deeply
embedded and widely accepted by its highly diversified workforce.

 Coach/coachee fluidity

The framework views both coach and coachee as learners (and experience has shown that very
often the coach learns more than the coachee in a coaching process. Thus, both coach and coachee
may benefit from learning about coaching and act as a coach/coachee or mentor/mentee in
different contexts. This would enable them to acquire the knowledge of the coaching system and
recognize the learning opportunities in both roles. It would help them to identify the roles as
transitory, to aid learning rather than as set ‘boxed-in’ positions.

Berman, E.M, West, J.P., and Richter, M. Jr. (2002) says that the workplace friendships and relations
encouraged by a company derives from ‘mutual trust, commitment, reciprocal liking and shared
interests or values. These behaviors are present in CEB employees as they mingle and explore new
challenges as led to them by team leaders.
 Cross-cultural emotional intelligence

The framework consists of an online tool that measures the coach’s or coachee’s cultural and social
competence In Cebu Pacific Air, there are open communication lines and the organizational culture
is flexible and well-diversified. The competitive advantage of the Cebu Pacific Air A also lies in its
ability to manage a highly diversified workforce.

Cebu Pacific Air A to ensure a high information flow and leverage the knowledge, skills, and
competencies of employees from diversified backgrounds. Both these factors are considered
important by the multinational organizations like Cebu Pacific Air to timely respond to the changing
customers’ needs in different geographic areas.

 Communication methods and feedback mechanism The UIF offers a 360-degree feedback
mechanism. This assesses the perspective of coaches and coachees and provides them further
opportunities to become aware of their competence and identify areas of development.

Cebu Pacific Air A’s organizational culture shows that the successful business organizations do not
adopt an extreme cultural orientation but try to find the right equilibrium to develop the effective
culture. Cebu Pacific Air has successfully created a strong organizational culture that is deeply
embedded and widely accepted by its highly diversified workforce.
Proposal: First, study the population among your customers. Different people from different
countries have different traditions. Once you establish the different type of nationalities that come
along in the company, it is important to set up training programs with scenario sessions that allow
employees to learn up front about their customers’ cultures, which will help ensure employees to
react in a proper way when faced with cultural differences.

As an example: Samson is a seasoned traveler. He is 20 and comes from Abu Dhabi. His traditions
are fundamentally different from those in Western countries. Privacy, for example, is very
important. When he was asked if he had a bad experience from one of his previous travels, the
answer popped up immediately in his mind. In Paris, an employee from a five-star hotel knocked at
his door and then came inside the room, where his family (mother, aunt, and sister) were, despite
the “Do Not Disturb” sign hung on the door handle. This was a behavior he judged unacceptable. A
simple training on the restricted definition of privacy for people from Gulf countries, many of whom
travel to France, would have changed everything. When he was asked if he would come back to this
hotel in France, his answer was, “No.” Such experiences are not uncommon. However, people
sharing a tradition of privacy and discretion will feel highly disrespected and will not forget these
embarrassing situations. But customers are not the only victims. Every employee working in the
tourism and hospitality industries have faced, at one point, a cultural misunderstanding with a
customer. Most of them would deem these events “bad experiences” because none of them knew
how to deal with them.