One of the rapid growths in coaching and mentoring has been evident in recent years, reflecting the increased attention paid to the different development elements. It is clear that this growth included almost all sectors, primarily educational, medical, and industrial, and many others. However, the widespread popularity of this attention has been attributed mainly to the sequential reactions about the effectiveness of development elements, particularly professional coaching and mentoring, due to significant gaps in research, studies, and statistics. Coaching and mentoring are part of educational or professional training to develop employees in the professions. Coaching and mentoring play an essential role in the development of competencies and maintain them in their specialization and the sustainability of making the most of them in the service of organizations operating in any sector. There is a mix between the different concepts of career development among the various institutions operating in the industry, in line with plans that may not serve the axis of career development for employees. Also, this study defined multiple similarities and differences in the main issues involved in coaching and mentoring most of these related either to the self-development, professional growth, and career development of the employee. When determining the methods to be used in coaching and mentoring, consideration must be taken to ensure that each member of this relationship understands their limits and the boundaries of the relationship itself. It may be necessary to point out that there is a way out from this relationship as it is to encourage its development in the first place. Supervisory methods vary and depend on the people involved, the location of the meeting, and the terms of the relationship. Not only Coaches/mentors should play their part, but also coachee and mentee as well, and all this should be documented and put in a specific institutional meaning. Therefore, this paper will review the literature of both coaching and mentoring' concepts, and its practices, as well as the definition of coach, mentor, coachee, and mentee, and the relationships between them.

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With the development of higher education marketization and internationalization, the importance of service quality in higher educational institutions (HEIs) has been paid more and more attention by academic circles and the industry. This article reviews the research literature on service quality in HEIs, and examines several influential measurements of service quality in HEIs. Based on the literature review, this article will also discuss the following issues: what effect will the e-learning model emerging in the post-COVID-19 era have on higher education services? What changes will happen to the dimensions of service quality in HEIs? This article summarizes the findings on service quality in higher education sector and provides an outlook on future research trends, contributing to further in-depth research in academia and reform and policy-making in industry.

The current study concentrates on investigating the impact of strategic planning including the "existing of strategic base, strategy comprehensiveness, extent of planning, strategy effectiveness and ongoing evaluation" on the performance of governmental organizations in the Sultanate of Oman through an empirical study on the five-year plan (2011)(2012)(2013)(2014)(2015) of the state. The population of the study include all managers, heads and members who work in planning departments at eight selected governmental ministries of civil service representing the government sector organizations in the sultanate of Oman. The population of the study estimated at 425 employees, using Yamane's (1967) formula and the sample size estimated by 207 employees covering employees from all the eight selected ministries representing 56.4% of the total population. By analyzing Spearman's Correlation Coefficients between independent variables and dependent variable the results indicate that the overall strategic planning significantly correlated with the outcome variable which is the performance of government organizations. Consequently, the current study proves that the performance of government organizations positively influenced by strategic planning factors expressed by the "extent of planning, comprehensiveness of strategy, the effectiveness of the strategy, existing of strategic base and ongoing evaluation". As well as, study findings confirm that strategic planning is essential for governmental organizations, that because it provides a sense of direction and outlines measurable objectives. Thus, strategic planning uses for guiding day-to-day decisions, evaluating the progress of the organization and changing approaches when moving forward. In the aim to make the most of strategic planning the organization must give careful thought to the strategic objectives it outlines, and then back up these objectives with realistic, thoroughly researched, quantifiable benchmarks for evaluating results. In the end, the results of the current