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Now learn from two seasoned consultants how to implement the 360° feedback process effectively--whatever the size and history of your organization. Packed with case studies and the authors' real-life consulting experiences, this book examines the successes and problems of 360° and upward feedback implementation efforts in more than 15 organizations, including Motorola, AT&T, Federal Express, Raychem, Colgate-Palmolive, and UPS. The book objectively considers such crucial components of 360° feedback as organizational culture and performance, pros and cons, the impact on the individual employee, and whether the feedback should be used for evaluative or developmental purposes. Models and tables lend a visual dimension to the book's concepts. Sample surveys and feedback reports--including the authors' own TEAM-Q survey and report set--show you what types of questions to ask and how to present feedback most effectively. If your comp any is considering adopting its own 360° feedback program, don't start before you read this book!
Strong leaders are essential to business success, which makes leadership development a business imperative in today’s competitive environment. Leaders are needed that can do more than manage - leaders are needed that can make a business great. In addition, there is increasing pressure on organizations to demonstrate the wise investment of development dollars. This requires the effective use of leadership development methods, as well as the ability to demonstrate the success of those methods. The Leadership Scorecard combines an explanation and discussion on best practice leadership development methods and incorporates ROI measurement & evaluation methodology.
This is the ninth volume in an enlightening series on clashing values in the worlds of business and education. Containing papers co-published with the Oxford Centre for the Study of Values in Education and Business, this volume traces the most recent changes in both areas of study. Through its focus on the latest advances in technology and their impact upon universities and the world market, this work provides insight into current dialogues on values between universities, businesses and technology.
"Enhancing the leadership skills of Soldiers is of primary importance to the U.S. Army. A critical step in the process of leader development is self-awareness through self-assessment. Such insight is important because identifying and assessing trainable competencies that facilitate maximum leadership effectiveness creates a strategic advantage. This report describes the psychometric properties and common competencies assessed by the Leader AZIMUTH Check, a 360-degree feedback instrument for Army leaders. The AZIMUTH was designed and implemented by the Army Research Institute (ARI) to improve leader common competency development, leader-directed feedback, and enhance leader self-awareness. The purposes of the present research project were to establish a factor structure of common competencies, the minimum number of raters required for adequate reliability, conceptual agreement across rating sources, rating patterns and behaviors, and validity evidence of the AZIMUTH."--DTIC.
This handy resource is a ready-made toolkit of ideas, methods, techniques, and models that assist and support your work as an internal or external organizational consultant. The Annual addresses the broad range of topics that are of most interest to professionals in the field. The materials provide highly accessible means of interacting with a diverse variety of systems and processes?The Annual focuses on communication and includes information on coaching, teams, strategic learning, corporate responsibility, and technology initiatives. This important resource includes an international group of expert contributors. Purchase of an Annual includes access to an associated website which features customizable versions of the reproducible items associated with each activity included in the volume.
Leadership in today's organizations is a tough business. Organizational leaders face a number of challenges as their jobs, and the world around them, become increasingly complex. Trends, such as organizational "delayering," rapid technological advances, and increased employee empowerment require that leaders adapt their techniques and styles of leadership to meet these new challenges. Consequently, there has been an explosion of interest in leadership in recent years as researchers and management educators struggle to understand the process of leadership development, how it operates, and what characteristics make effective leaders. Born of these questions, the 11th Annual Kravis-de Roulet Leadership Conference at Claremont McKenna College brought together an impressive slate of scholars whose theories, research, and cutting-edge techniques are now gathered together in this impressive volume. Each chapter asks and answers questions about the current state of the field while providing future direction for research to help bridge the gap between leadership researchers and leadership development practitioners. Notable topics include chapters on "e-leadership" and leadership within the "virtual" organization, exploring 360-degree feedback, the importance of "social capital," and a comprehensive analysis of the well-researched theory of Leader Member Exchange.
“Assessment on college campuses has a sordid history, and it is fairly simple to find someone with a traumatic tale to tell. It is wise to respect that that reputation is deserved.” “How do you modify the inner workings and culture of a massive institution with minimal resources and even less authority (other than GE course approvals), and thousands and thousands of talented people busy doing other things?”“The road to departmental assessment can seem both dramatic and apocalyptic, especially if one’s departmental ‘centre cannot hold,’ and purpose falls apart. The Department of English and Linguistics is presently on this journey, slouching towards its own revelations of mission and fulfillment of purpose.” “I have become more optimistic about the potential value of the process, even if some of my initial skepticism remains. This skepticism, however, has been valuable, forcing me to think in more concrete ways about what I do in the classroom.”As these excerpts show, this is no conventional book about assessment. It presents the unvarnished first-person accounts of fourteen faculty and administrators about how they grappled, and engaged, with assessment and how – despite misgivings and an often-contentious process – they were able to gain the collaboration of their peers as the benefits for student learning became evident.This is a book for skeptical faculty, for those who have been tasked to spearhead their institution’s call to create a culture of assessment; and, on campuses where assessment has been widely accepted and implemented, for those who now need to ensure this commitment will endure.For all these audiences, this book offers valuable advice, strategies, models and ideas.