Relevant bibliographies by topics / Feedback in organization

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Feedback in organization'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "Feedback in organization"

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Schulz, Michael, and Steffen Trimper. "Feedback coupling and self-organization." Journal of Physics A: Mathematical and General 32, no. 6 (1999): 891–96. http://dx.doi.org/10.1088/0305-4470/32/6/004.

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Baker, G. Ross, and George H. Pink. "A Balanced Scorecard for Canadian Hospitals." Healthcare Management Forum 8, no. 4 (1995): 7–13. http://dx.doi.org/10.1016/s0840-4704(10)60926-x.

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Managing a health care organization on the basis of one set of information alone (e.g., financial information) does not give a full view of the impact of changes on the organization. A balanced scorecard approach can provide management with a comprehensive framework that turns an organization's strategic objectives into a coherent set of performance measures. This approach has been used extensively in industry, but seldom in health care organizations. By developing a scorecard approach, these organizations could obtain feedback providing a balanced view of organizational performance, letting them see if improvements in one area may have been achieved at the expense of another. It also demands that managers translate their general mission statement on customer service into specific measures that reflect the factors that really matter to customers.
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Kipfelsberger, Petra, Dennis Herhausen, and Heike Bruch. "How and when customer feedback influences organizational health." Journal of Managerial Psychology 31, no. 2 (2016): 624–40. http://dx.doi.org/10.1108/jmp-09-2014-0262.

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Purpose – The purpose of this paper is to explore how and when customers influence organizational climate and organizational health through their feedback. Based on affective events theory, the authors classify both positive and negative customer feedback (PCF and NCF) as affective work events. The authors expect that these events influence the positive affective climate of an organization and ultimately organizational health, and that the relationships are moderated by empowerment climate. Design/methodology/approach – Structural equation modeling was utilized to analyze survey data obtained from a sample of 178 board members, 80 HR representatives, and 10,953 employees from 80 independent organizations. Findings – The findings support the expected indirect effects. Furthermore, empowerment climate strengthened the impact of PCF on organizational health but does not affect the relationship between NCF and organizational health. Research limitations/implications – The cross-sectional design is a potential limitation of the study. Practical implications – Managers should be aware that customer feedback influences an organization’s emotional climate and organizational health. Based on the results organizations might actively disseminate PCF and establish an empowerment climate. With regard to NCF, managers might consider the potential affective and health-related consequences for employees and organizations. Social implications – Customers are able to contribute to an organization’s positive affective climate and to organizational health if they provide positive feedback to organizations. Originality/value – By providing first insights into the consequences of both PCF and NCF on organizational health, this study opens a new avenue for scientific inquiry of customer influences on employees at the organizational level.
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El Haddad, Rania, Silva Karkoulian, and Rabih Nehme. "The impact of 360 feedback appraisal system on organizational justice and sustainability." International Journal of Organizational Analysis 27, no. 3 (2019): 712–28. http://dx.doi.org/10.1108/ijoa-08-2018-1499.

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Purpose This paper aims to extend previous results demonstrating a statistically significant causal relationship between the implementation of 360-degree feedback in an organization and employees’ perceptions of organizational justice. It explores the sustainability of this justice, ultimately making it an integral part of the organizational culture. The paper examines whether the previous model (based on relationships among 360-degree feedback, organizational justice and sustainability of organizational justice) is invariant across different levels of management (i.e. operational and top/middle managers) and across a group of female versus male employees. Design/methodology/approach Structural equation modeling multigroup analysis and invariance tests were conducted with a cross-sectional sample of 400 employees in various positions in home appliances and electronics organizations. Findings The results further sustain/contest previous findings on the relationships among appraisal, organizational justice and sustainability among respondents of different genders and at different managerial levels. The results also provide significant practical implications. Top managers and supervisors can incorporate gender and managerial level differences identified in this study to modify their management styles and appraisal techniques to install high levels of organizational justice and achieve a competitive edge through the sustained levels of this organizational justice. Originality/value This study is the first to explore the impact of implementing a 360-degree appraisal system on employees’ perceptions of justice, while taking into consideration gender differences, i.e. whether males or females tend to perceive different types of justice within the organization and whether they differ in the way that they react to the appraisal system being implemented within the workplace. Given all the positive traits associated with a 360-feedback appraisal system, the way that this feedback is viewed and interpreted by employees can differ according to the employee’s rank within the organization, i.e. whether he/she belongs to top/middle management team or the operational/front-line management team.
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Lartey, Franklin M. "Chaos, Complexity, and Contingency Theories: A Comparative Analysis and Application to the 21st Century Organization." Journal of Business Administration Research 9, no. 1 (2020): 44. http://dx.doi.org/10.5430/jbar.v9n1p44.

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Organizations in the 21st century deal with constant changes such as globalization, technological evolutions, regulatory changes, competition, and other unexpected events, among others. These challenges can be viewed and addressed through the lenses of contemporary theories. This paper selected three contemporary theories namely chaos, complexity, and contingency theories, and presented their foundations and characteristics by comparing and contrasting their key concepts. These concepts include nonlinearity, feedback, bifurcation, strange attractors, fractals, and self-organization for chaos theory; nonlinearity, dynamism, feedback, self-organization, emergence, and adaptability for complexity theory; and adaptation, equifinality, effectiveness, and congruency for contingency theory. Examples of studies and organizational applications of these theories were provided, and implications for scholars and organizational leaders were discussed. By explaining notions such as how the capacity of a system could be greater than the sum of the capacities of its subunits, this paper can act as a starting point for anyone seeking to understand the three theories or use them for research or organizational purpose.
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Williams, Amanda, Gail Whiteman, and Steve Kennedy. "Cross-Scale Systemic Resilience: Implications for Organization Studies." Business & Society 60, no. 1 (2019): 95–124. http://dx.doi.org/10.1177/0007650319825870.

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In this article, we posit that a cross-scale perspective is valuable for studies of organizational resilience. Existing research in our field primarily focuses on the resilience of organizations, that is, the factors that enhance or detract from an organization’s viability in the face of threat. While this organization level focus makes important contributions to theory, organizational resilience is also intrinsically dependent upon the resilience of broader social-ecological systems in which the firm is embedded. Moreover, long-term organizational resilience cannot be well managed without an understanding of the feedback effects across nested systems. For instance, a narrow focus on optimizing organizational resilience from one firm’s perspective may come at the expense of social-ecological functioning and ultimately undermine managers’ efforts at long-term organizational survival. We suggest that insights from natural science may help organizational scholars to examine cross-scale resilience and conceptualize organizational actions within and across temporal and spatial dynamics. We develop propositions taking a complex adaptive systems perspective to identify issues related to focal scale, slow variables and feedback, and diversity and redundancy. We illustrate our theoretical argument using an example of Unilever and palm oil production in Borneo.
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Livingstone, Heidi, Lizzie Thomas, Gillian Leng, and Chloe Kastoryano. "VP59 Patients Views On Providing Evidence; Feeding Into The Health Technology Assessment Ecosystem." International Journal of Technology Assessment in Health Care 33, S1 (2017): 175. http://dx.doi.org/10.1017/s0266462317003373.

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INTRODUCTION:Patient evidence is submitted to the National Institute for Health and Care Excellence (NICE) by patient organizations and individual patient experts. Previously NICE developed a new patient organization evidence submissions template, based on the international HTAi patient submission template for medicines (1). The NICE template was reviewed by surveying committee members and also patient organizations who had used the submission template. The findings were presented at HTAi 2016.The limitation of that review was the low response rate from patient organizations. The key recommendation was to extend the survey to include a larger number of patient organizations. These local findings are an opportunity to contribute to the global Health Technology Assessment (HTA) ecosystem.METHODS:A project group was convened consisting of NICE staff, a committee lay member and a patient organization representative. Together we reassessed the suitability of the previous feedback survey. This was then sent out to patient groups who had completed the submission template from July 2014 to November 2016. Additionally, public involvement staff telephoned selected patient organizations to increase the feedback response rate and gain greater understanding. The anonymized results were shared with patients involved in NICE who helped interpret the results from a patient organization's perspective.RESULTS:Key findings are that patient organizations find: •the template clear•it was easiest to provide information about living with the condition•it was hardest to give information on equality issues and research evidence.They would also like a submission guide, and to receive feedback on their submissions.CONCLUSIONS:Although it was difficult to obtain feedback from the patient organizations on the submission template, the depth of information provided by them was fundamental to updating the template and producing a supporting guide.This feedback on the local English needs can be used when evaluating the international submission template to form a greater part of the HTA ecosystem.
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Junkin, Michael, Siu Ling Leung, Samantha Whitman, Carol C. Gregorio, and Pak Kin Wong. "Cellular self-organization by autocatalytic alignment feedback." Journal of Cell Science 124, no. 24 (2011): 4213–20. http://dx.doi.org/10.1242/jcs.088898.

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Kristina. "The Organizational Communication Perspective Theory." Journal of Sosial Science 1, no. 3 (2020): 61–74. http://dx.doi.org/10.46799/jsss.v1i3.37.

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Public sector organizations are undergoing a transformation in management style. Not only is the behavior of government agencies increasingly being carried out like business, where managers play a central role, but aspects of client service are also becoming more important. Communication is input or message from one person to another. Organizations need communication to streamline their work and carry out tasks in a perfect way. Communication is the art of sending messages and receiving the same in the form of feedback. The success of an organization is highly dependent on effective organizational communication patterns. This study aims to understand communication in achieving the objectives of government organizations. Furthermore, this study discusses effective communication in government organizations.
 Keywords: Organization Communication, Internal and External.
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Radulescu, Madalina Mirela. "A feedback culture for a performance culture." Proceedings of the International Conference on Business Excellence 12, no. 1 (2018): 843–50. http://dx.doi.org/10.2478/picbe-2018-0075.

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Abstract In today’s business world people have to face complexity, unpredictability and continuous change. In a worldlike this, time is the most requested resource and, apparently, everybody blames time for non-accomplishing business objective and good relationships between colleagues. Thus, feedback becomes a requested instrument that might help people within organizations to achieve the desired performance. When speaking of feedback, we will refer to its definition and perception about it within organization, but also outside organization between, different actors on the commercial processes, therefore several levels will be approached. On vertical, the transfer top-bottom and bottom-top (different hierarchical levels) and on horizontal, the transfer between peers but also between clients and providers and vice versa.More and more companies are looking for development programs that develop team cohesion. In order to createa performance culture and feedback to be practice as a development tool, we will identify a series of competencies to be developed, so that in the end to have an answer to the question: Can a feedback culture build a performance culture? The proposed article’sobjective is to bring your attention to what leaders and members of an organization can do in order to ensure a proper culture of performance based on feedback. The article is based on a critical analysis of literature and a qualitative analysis of the opinions investigated by the author into practice.
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Dissertations / Theses on the topic "Feedback in organization"

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Ushakov, Oleg. "Self-organization in semiconductor lasers with ultra-short optical feedback." Doctoral thesis, [S.l.] : [s.n.], 2007. http://deposit.ddb.de/cgi-bin/dokserv?idn=985232145.

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Larsen, Laurel Griggs. "Hydroecological feedback processes governing self-organization of the Everglades ridge and slough landscape." Connect to online resource, 2008. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:3303846.

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Thesis (Ph.D.)--University of Colorado at Boulder, 2008.<br>Source: Dissertation Abstracts International, Volume: 69-03, Section: B, page: 1530. Adviser: John P. Crimaldi. Includes supplementary digital materials.
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Jason, Henrik. "Higher-Ordered Feedback Architectures : a Comparison." Thesis, University of Skövde, Department of Computer Science, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-725.

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<p>This dissertation aim is to investigate the application of higher-ordered feedback architectures, as a control system for an autonomous robot, on delayed response task problems in the area of evolutionary robotics. For the two architectures of interest a theoretical and practical experiment study is conducted to elaborate how these architectures cope with the road-sign problem, and extended versions of the same. In the theoretical study conducted in this dissertation focus is on the features of the architectures, how they behave and act in different kinds of road-sign problem environments in earlier work. Based on this study two problem environments are chosen for practical experiments. The two experiments that are tested are the three-way and multiple stimuli road-sign problems. Both architectures seams to be cope with the three-way road-sign problem. Although, both architectures are shown to have difficulties solving the multiple stimuli road-sign problem with the current experimental setting used.</p><p>This work leads to two insights in the way these architectures cope with and behave in the three-way road-sign problem environment and delayed response tasks. The robot seams to learn to explicitly relate its actions to the different stimuli settings that it is exposed to. Firstly, both architectures forms higher abstracted representations of the inputs from the environment. These representations are used to guide the robots actions in the environment in those situations were the raw input not was enough to do the correct actions. Secondly, it seams to be enough to have two internal representations of stimuli setting and offloading some stimuli settings, relying on the raw input from the environment, to solve the three-way road-sign problem.</p><p>The dissertation works as an overview for new researchers on the area and also as take-off for the direction to which further investigations should be conducted of using higher-ordered feedback architectures.</p>
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Palm, Claes. "Management Control Systems and Perceived Stress in a Public Service Organization." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-180259.

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A popular notion is that an employee that experiences low control together with high demand is more likely to perceive stress. Management control has been intensified in public service organizations after New Public Management reforms, which is presumed to come at the expense of employee control. This study examined how management control systems, as a package and as specific components, are related to perceived stress. 130 subordinates in a Swedish public service organization completed self-report measures. A multiple regression analysis gave support for the hypotheses that work demand is positively and feedback from superior is negatively related to stress. No support was found for the hypotheses that employee control, feedback from the information system and formality by performance evaluation should be negatively related to stress. It is suggested that management control systems can serve as support for the employees´ efforts of coping with the demands.
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Croasdell, Lora L. "Job satisfaction as related to perceptions of the quality and quantity of communication feedback in a public health organization." Virtual Press, 1987. http://liblink.bsu.edu/uhtbin/catkey/519729.

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The purpose of this study was to identify similarities and differences among superiors and subordinates about the perceived quality and quantity of feedback superiors were giving subordinates in a public health organization. The research compared the perceived quality and quantity of feedback superiors were giving subordinates regarding their job performance. The analysis was then taken a step further to determine the relationship between subordinates' perceptions of the quality and quantity of the feedback they received and their job satisfaction.The members of two departments in the public health organization were chosen to complete a questionnaire. Results of the questionnaire revealed that, in general, these superiors and subordinates shared similar perceptions of the feedback superiors provided subordinates. There was a significant difference in the perceptions of the amount of feedback provided, however. Similarly, superiors perceived that frequency, timing, consistency of feedback affected subordinates' job satisfaction more than the quality or amount. Subordinates, on the other hand, perceived that the quality and amount of feedback affected their job satisfaction more than the frequency, consistency, and timing of feedback. Respondents differed in their perceptions of channels through which subordinates preferred to receive feedback. The majority of subordinates responded that they preferred receiving feedback by face-to-face communication, while their superiors thought that they preferred receiving it through a combination of channels, such as face-to-face, telephone, a written note, or memo. Respondents also differed in their perceptions of positive and negative feedback. Superiors perceived they were giving more negative feedback than subordinates perceived they were receiving.
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Clason, Jenelle. "THE EFFECTS OF TRAINING AND FEEDBACK ON SALES PRACTICES BY AUTOMOTIVE DEALERSHIP EMPLOYEES." OpenSIUC, 2019. https://opensiuc.lib.siu.edu/theses/2546.

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Sales training and feedback is an important aspect of a successful business. Sales based businesses are dependent on effective customer relations. Implementing a training program that is focused on customer service could help increase sales revenue for the business as a whole. The purpose of this research study is to make recommendations for improving the process of initially greeting a customer in order to create a more positive experience from start to finish. It also examines the importance of feedback in regard to increasing desired behavior of a salesperson. After conducting a PDC with the owner, management and salespeople; recommendations for improving upon customer greetings was given to the management team.
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Lindkvist, Matilda, and Jekaterina Kononova. "Ledarskap på distans : En studie av ledarskapet på en serviceorganisation." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-28357.

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Background Physical distance has in previous studies shown to affect leadership management since it has a negative influence on, for example, the exchange of information and the possibility to review achievements. The fast technology development has neutralized these effects to some extent as well as the possibility to be reachable virtually. The target of this study is a service organization which has managers and coworkers spread in multiple cities in the country. The organization has therefore had an interest of exploring how the geographical distance affects the leadership and its implications on the efficiency. Purpose The purpose of the study is to explore how the geographical distance affects the leadership in the organization based on communication, appraisal, support and motivation and also organizational participation. Furthermore, the purpose is also to highlight the strengths and challenges that the organization faces due to the above mentioned factors and finally present concrete suggestions of improvements. Execution A qualitative case study, consisting of 25 interviews with both managers and coworkers, has been executed. The interview guide used was based on the theoretical framework and the approach was therefore deductive. Result and conclusions The study shows that frequent communication exists today between managers and coworkers although there is a need to improve its regularity. Physical meetings are quite rare but that does not affect the operational workday for the coworkers. There is therefore a need to strengthen the personal relationship and also the exchange of experience between the coworkers. The study has also shown that the appraisal process is perceived positively by the respondents but there is a need to increase the number of follow ups and enhance the long term connection since that will strengthen the purpose and increase the possibilities for implementing the change. Both managers and coworkers request more feedback since it today is given on an irregular basis. The respondents consider both the goal converging in the organization and the degree of decentralization to be working well today. Lastly the study shows that many good solutions exist within the organization but in order to share these, effective communication channels are needed.<br>Bakgrund Fysisk distans har i tidigare studier visats försvåra ledarskapsarbetet då det har en negativ inverkan på exempelvis informationsutbyte och möjligheten att bedöma prestationer. Den snabba teknikutvecklingen har dock kunnat neutralisera dessa effekter till en viss grad, liksom möjligheten att vara tillgänglig virtuellt. Studieobjektet är en serviceorganisation med chefer och medarbetare spridda över ett flertal orter i landet. Organisationen har därför haft ett intresse av att undersöka hur den geografiska distansen påverkar ledarskapet och vilka implikationer detta medför på effektiviteten. Syfte Utifrån bakgrunden är studiens syfte därmed att undersöka hur den geografiska distansen påverkar ledarskapet inom organisationen med utgångspunkt i kommunikation, utvecklingssamtal, stöd och motivation samt organisationsdelaktighet. Detta för att lyfta fram de styrkor och utmaningar som finns inom organisationen vad gäller dessa samt hur de kan bemötas för att slutligen ge konkreta förbättringsförslag. Genomförande En kvalitativ fallstudie, bestående av 25 stycken intervjuer med både chefer och medarbetare inom organisationen, har genomförts. Angreppssättet för studien var deduktivt då den teoretiska referensramen legat till grund för framtagningen av intervjuguiden. Resultat och slutsatser Studien visar att frekvent kommunikation mellan chefer och medarbetare förekommer idag men det krävs mer regelbundenhet då den idag är händelsestyrd. Fysiska träffar sker mer sällan men detta påverkar inte medarbetarnas operativa vardag. Det finns däremot ett behov av att stärka relationer på det personliga planet och öka erfarenhetsutbytet mellan medarbetarna. Studien visar även att utvecklingssamtalsprocessen uppfattas på ett positivt sätt av respondenterna men det krävs fler uppföljningstillfällen och tydligare långsiktig koppling för att stärka syfte och öka möjligheterna till förändringsgenomförande. Både chefer och medarbetare efterfrågar mer feedback då det idag sker på mer oregelbunden basis. Respondenterna anser att det finns målkonvergering inom organisationen och att graden av decentralisering fungerar bra. Slutligen visar studien att det idag finns många bra exempel på lösningar inom organisationen men för att denna kunskap ska kunna överföras till andra i samma sits krävs effektiva kommunikationskanaler.
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Rickerson, Tamika Nicole. "Evaluation of Multiple Treatments to Impact Hand Washing in a Human Service Organization." Scholar Commons, 2013. http://scholarcommons.usf.edu/etd/4755.

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Hand washing has been proven to be effective in preventing many serious diseases World Health Organization (WHO, 2009). Nonetheless, both the general public and many healthcare professionals fail to wash their hands. Very little research has been conducted outside of healthcare settings to evaluate the adherence of hand-washing procedures. This study investigated if hand washing adherence in a residential setting can be improved with the use of verbal and graphical feedback a probabilistic bonus. Results suggested that the probabilistic bonus had a substantial impact on hand washing performance: more so than signs, educational in-service, and verbal-graphical feedback alone. Reactivity data were collected and showed performance was weak to non-existent throughout all phases until the probabilistic bonus. This final phase improved performance when staff did not know they were being watched, however, performance was only moderate and variable both within- and between-staff
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Jablonskytė, Guoda. "Iš vadovo gaunamo grįžtamojo ryšio ir paskalų organizacijoje svarba pardavėjų socializacijai." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2013. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2013~D_20130603_141919-01633.

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Tikslas – nustatyti iš vadovo gaunamo grįžtamojo ryšio ir paskalų organizacijoje svarbą pardavėjų socializacijai. Socializacijai organizacijoje įvertinti naudotas R. J. Taormina (1994) organizacinės socializacijos inventorius (angl. Organizational Socialization Inventory, OSI). Iš vadovo gaunamam grįžtamajam ryšiui įvertinti, naudota L. A. Steelman, P. E. Levy, A. F. Snell (2004) grįžtamojo ryšio aplinkos skalės (angl., the Feedback Environment Scale) dalis, skirta išmatuoti iš vadovo gaunamo grįžtamojo ryšio vertinimui. Paskaloms organizacijoje vertinti, naudota metodikos, kuri matuoja su organizacija susijusias paskalas, dalis, vertinanti paskalas organizacijoje. Šią metodiką sukūrė G. Jablonskytė ir doc. dr. L. Bukšnytė-Marmienė (2012). Tyrime dalyvavo 330 vienos organizacijos įvairaus lygio pardavėjos. Jų amžius nuo 19 iki 54 metų (vidurkis – 31,33±8,375). Pagrindiniai tyrimo rezultatai parodė, kad pardavėjos, kurios iš vadovo gaunamą grįžtamąjį ryšį suvokia kaip tinkamesnį, paskalas organizacijoje vertina kaip mažiau intensyvias lyginant su tomis pardavėjomis, kurios iš vadovo gaunamą grįžtamąjį ryšį suvokia kaip mažiau tinkamą. Pardavėjų, suvokiančių iš vadovo gaunamą grįžtamąjį ryšį kaip tinkamesnį, socializacija organizacijoje yra sėkmingesnė, lyginant su tomis pardavėjomis, kurios iš vadovo gaunamą grįžtamąjį ryšį suvokia kaip mažiau tinkamą. Pardavėjų, vertinančių paskalas organizacijoje kaip mažiau intensyvias ir intensyvesnes, socializacijos sėkmingumas... [toliau žr. visą tekstą]<br>The aim of this study is to assess the importance of feedback from supervisor and gossip in organization for saleswomen’s socialization. Socialization was assessed by Organizational Socialization Inventory (OSI) (Taormina, 1994). The feedback from supervisor was assessed by the part, of Feedback Environment Scale (Steelman, Levy & Snell, 2004). That part measures the feedback from supervisor. Gossip in organization was assessed by the subscale of inventory which has been created to measure gossip related with organization (Jablonskytė, & Bukšnytė-Marmienė, 2012). This subscale measures gossip in organization. The subjects of the study are 330 saleswomen from one organization. Their age range from 19 to 54 years (mean 31,33±8,375). The results show that saleswomen, who evaluate the feedback from supervisor as more appropriate, evaluate gossip in organization as less intensive comparing to saleswomen, who evaluate the feedback from supervisor as less appropriate. Socialization is more successful for those saleswomen, who evaluate the feedback from supervisor as more appropriate comparing to those saleswomen, who evaluate the feedback from a supervisor as less appropriate. There is no significant difference in success of socialization between saleswomen, who evaluate gossip in organization as less intensive and more intensive. Feedback from supervisor has positive influence on three elements of saleswomen’s socialization: training, coworker support and future prospects. Gossip... [to full text]
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Armbäck, Alexander, and Samir Bihorac. "Utvecklingssamtal i arbetslivet." Thesis, Högskolan i Halmstad, Sektionen för hälsa och samhälle (HOS), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-21410.

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The purpose of this paper was to gain knowledge about the conversation about developmental opportunities in the organization, and how a company uses it. The focus was on four different themes, purpose of the conversation about developmental opportunities in the organization, planning, execution and content, feedback. The sample consisted of six people, three employees and three managers of the company. The interviews were conducted by an interview guide, one for the employees and one for the managers. The results of the interviews showed that the conversation about developmental opportunities in the organization was used by managers to make all employees to strive in the same direction, an opportunity for employees to reconcile how their work performance is perceived by their managers, the use of a preparation model differs between managers and feedback was important. In the discussion, the authors analysed the four themes and compared them to previous research.<br>Syftet med uppsatsen var att få kunskap om vad utvecklingssamtal innehåller och hur ett företag använder det. Fokus låg på fyra teman, syfte med utvecklingssamtal, planering, genomförande och innehåll, återkoppling och uppföljning. Urvalet bestod av sex personer, tre medarbetare och tre chefer på ett företag. Intervjuerna genomfördes utifrån en intervjuguide för cheferna och en för medarbetarna. Intervjuerna var baserade på de fyra teman som författarna fokuserar på. Resultatet från intervjuerna visade att utvecklingssamtal används från chefernas sida för att alla skall sträva åt samma håll, en möjlighet för medarbetarna att stämma av hur deras arbetsinsats upplevs, utvecklingssamtalen upplevs ömsesidiga, användning av en förberedelsemall skiljer sig cheferna emellan och att uppföljning av utvecklingssamtal är viktigt. I diskussionen gjordes en djupgående analys av de fyra teman och jämfördes med tidigare forskning.
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Books on the topic "Feedback in organization"

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Tzafestas, Spyros G. Energy, Information, Feedback, Adaptation, and Self-organization. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-66999-1.

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Seanor, Michelle. The effects of practice organization and feedback schedule on skill performance and transference. Laurentian University, 2007.

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Saaty, Thomas L. Decision making with dependence and feedback: The analytic network process : the organization and prioritization of complexity. 2nd ed. RWS Publications, 2001.

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Decision making with dependence and feedback: The analytic network process : the organization and prioritization of complexity. RWS Publications, 1996.

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G, Bilyea Cliff. The Power of Feedback. John Wiley & Sons, Ltd., 2006.

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Folkman, Joe. The power of feedback: 35 principles for turning feedback from others into personal and professional change. Wiley, 2006.

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Gregory, Jane Brodie, and Paul E. Levy. Using feedback in organizational consulting. American Psychological Association, 2015. http://dx.doi.org/10.1037/14619-000.

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Inc, Zenger-Miller. Giving and receiving constructive feedback. Zenger-Miller, 1995.

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L, Wise Susan, ed. Multipoint feedback: A 360⁰ catalyst for change. Crisp Publications, 1997.

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Jude-York, Deborah. Multipoint feedback: A 360° catalyst for change. Crisp Publications, 1997.

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Book chapters on the topic "Feedback in organization"

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MacKay, Donald G. "Disruptive Effects of Feedback." In The Organization of Perception and Action. Springer New York, 1987. http://dx.doi.org/10.1007/978-1-4612-4754-8_10.

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Buza, Krisztian. "Feedback Prediction for Blogs." In Studies in Classification, Data Analysis, and Knowledge Organization. Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-01595-8_16.

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Röhl, Sebastian, and Holger Gärtner. "Relevant Conditions for Teachers’ Use of Student Feedback." In Student Feedback on Teaching in Schools. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-75150-0_10.

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AbstractBased on the findings from research on organizational feedback and data use in schools, this chapter systematizes relevant factors influencing the use of student feedback by teachers in three domains: (1) personal characteristics of feedback recipients (teachers), (2) characteristics of the organization (school), and (3) characteristics of feedback information (data). We identified teachers’ self-efficacy, attribution styles, goal orientations, and age or professional experience as relevant individual characteristics. In addition, teachers’ attitude toward students’ trustworthiness or competence as a feedback provider appeared to be relevant for the use of student feedback. Beyond that, findings on organizational characteristics for teachers’ successful dealing with feedback pointed to the importance of a feedback culture and organizational safety, leadership, supportive measures, and perceived function of feedback as control vs. development. Furthermore, relevant characteristics of feedback information were identified as comprehensibility, valence, and specificity. Although such findings from other fields of research have been known for some time, studies on student feedback concerning these aspects are rare. Finally, practical measures are derived for each of the three domains in order to increase the use of student feedbacks by teachers.
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Zgurovsky, Mikhail Z., and Yuriy P. Zaychenko. "Neural Networks with Feedback and Self-organization." In The Fundamentals of Computational Intelligence: System Approach. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-35162-9_2.

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MacKay, Donald G. "Perceptual Feedback in the Detection and Correction of Errors." In The Organization of Perception and Action. Springer New York, 1987. http://dx.doi.org/10.1007/978-1-4612-4754-8_9.

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Myers, Jennifer L., and Lindsay Weissberg. "Chapter 5 Planning for Assessment and Feedback for Organization Development." In Assessment and Diagnosis for Organization Development. CRC Press, 2017. http://dx.doi.org/10.1201/9781315310602-6.

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Fleenor, John W. "What Can We Learn from Research on Multisource Feedback in Organizations?" In Student Feedback on Teaching in Schools. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-75150-0_14.

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AbstractThis chapter provides a review of the current state of empirical research on the use of multisource feedback (MSF) in organizations (e.g., Church et al., 2019). The review covers key topics on the research and application of MSF for developing leaders in organizations. The focus of the chapter is on how research on MSF can be applied to the implementation of student feedback to teachers in schools. Based on this research, recommendations are offered for successfully executing student feedback in schools. Topics include: (a) characteristics of effective MSF, (b) how to implement an MSF process in an organization, (c) factors that affect the reliability and validity of MSF, (d) a discussion of agreement between self-ratings and the ratings of others, (e) how to facilitate feedback to leaders, and (f) reasons why MFS processes may fail in organizations. Finally, the transferability of these findings to student-to-teacher feedback in schools is discussed.
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Bomhardt, C., and W. Gaul. "Feedback Options for a Personal News Recommendation Tool." In Studies in Classification, Data Analysis, and Knowledge Organization. Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-00668-5_9.

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Jie, Jing, Jianchao Zeng, and Chongzhao Han. "Self-Organization Particle Swarm Optimization Based on Information Feedback." In Lecture Notes in Computer Science. Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11881070_120.

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Francese, Rita, Ignazio Passero, and Telmo Zarraonandia. "An Augmented Reality Application to Gather Participant Feedback During a Meeting." In Information Systems: Crossroads for Organization, Management, Accounting and Engineering. Physica-Verlag HD, 2012. http://dx.doi.org/10.1007/978-3-7908-2789-7_20.

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Conference papers on the topic "Feedback in organization"

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Brits, Jean-Pierre, Gerrit Botha, and Marlien Herselman. "Conceptual Framework for Modeling Business Capabilities." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3148.

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Staying competitive in today’s fast changing markets and business environments has become a big issue in organizations these days. To be able to foresee the future of the industry and have insight into customer’s articulated and unarticulated needs are critical capabilities that organizations need to acquire in order to stay competitive. The objective of this research project is to provide a conceptual approach to analyze an organization and to provide a foundation that would support the architecture of an agile organization. Enterprise architecture, business capabilities, organizational analysis and innovation are the main practices that contribute towards the construction of capabilities and the development of the conceptual business capability framework. The most significant findings from this research study were the development of a conceptual framework that is later utilized to construct business capabilities. A business capability model has also been produced to visually depict a business capability. This study also provided two feedback loops, namely the organizational feedback loop and the innovative feedback loop.
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Rusnak, Ilan. "Control and Feedback Organization -- Review and Terminology." In 2006 IEEE 24th Convention of Electrical & Electronics Engineers in Israel. IEEE, 2006. http://dx.doi.org/10.1109/eeei.2006.321092.

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Rusnak, Ilan. "Control Organization: Survey and Application." In ASME 2008 9th Biennial Conference on Engineering Systems Design and Analysis. ASMEDC, 2008. http://dx.doi.org/10.1115/esda2008-59050.

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The issue of the organization of control and feedback can be subdivided into several subjects: i) Selection of performance objectives; ii) The control algorithms; iii) Selection of measured and manipulated variables; and iv) Feedback organization. In previous publication [1] partial survey of the issues above and a terminology for feedback and control organization has been presented, that is, not all issues and not all relevant disciplines have been covered. Namely, motion control and servo-regulator applications have been covered; however, aircraft control, missile autopilots and process control have been barely covered. The issues of: (i) Selection of measured variables (location of sensors) and manipulated variables (location of actuators) called as well as Input-Output Selection (IO); (ii) Control Structure Design (CSD); and (iii) Control Configuration selection (CC); had not been covered and are presented here. These issues are strictly proper sub-issues of the Control and Feedback organization problem. This paper extends the survey to additional disciplines and subjects. Thus this paper can be considered as part II and supplement of [1]. Using the definitions the problem of Control and Feedback Organization (CFO) is defined over the set theory within the well-established functional analysis and optimal control theories. The optimal control-feedback organization problem and the optimal simultaneous design of the system and feedback configuration problem are presented as open issues. This demonstrates the usefulness of the existence of a proper terminology and theory of the control-feedback organization problem and its extension and connection to design of sensors and actuators location. As an example the architecture generating property of the LQR metric is used to derive advanced high performance architecture for motion control applications.
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Parisi, German I., Florian von Stosch, Sven Magg, and Stefan Wermter. "Learning human motion feedback with neural self-organization." In 2015 International Joint Conference on Neural Networks (IJCNN). IEEE, 2015. http://dx.doi.org/10.1109/ijcnn.2015.7280701.

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Wajgi, Rakhi D., and Sonali J. Bagul. "Design feedback analysis system for E-commerce organization." In 2016 World Conference on Futuristic Trends in Research and Innovation for Social Welfare (Startup Conclave). IEEE, 2016. http://dx.doi.org/10.1109/startup.2016.7583970.

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Forgács-Fábián, Sára. "etention of Millennials in the Voluntary Sector: How Can Organizations Not Only Engage but Also Retain This Emerging Generation?" In New Horizons in Business and Management Studies. Conference Proceedings. Corvinus University of Budapest, 2021. http://dx.doi.org/10.14267/978-963-503-867-1_08.

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Why do emerging generations stay active in a voluntary organization? The number of volunteers is increasing in Hungary, one reason is the obligatory community service in secondary schools. There is an emerging generation who has experience in volunteering, however there is a little knowledge about why they sustain voluntary work. Although previous studies elaborate on the retention of volunteers from a general perspective, further research is needed in this specific area. This study aims to examine younger generations’ (Millennials, GenY) retention in nonprofit voluntary organizations by conducting a single case study at Amigos for Children Foundation, in Hungary. Adopting a grounded theory approach, the study aims to build theory on the topic by combining two streams of literature with primary data: sustained volunteerism and expectations of younger generations towards their workplace. Based on prior literature review and qualitative research, findings suggest that organizations should focus on two main areas to keep younger generations motivated. (1) Organizational factors in which volunteering happens are flexible framework for daily operations, flat organization, involvement in decision making and opportunity for shaping the organization. (2) What the volunteer gets in exchange for the prosocial activity: positive feedback, recognition, strong community, opportunity for social and professional development, autonomy, responsibility, mutual trust. An important finding of the study is that younger generations are conscious about the values and the organization itself they work or volunteer at. Further, one of the most important factors for them is the community they do prosocial activity with. Overall, the current study develops propositions on organizational factors to retain younger generations in voluntary organizations.
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Ksenzov, A. "On Methods of Visual Feedback Organization in Unmanned Aviation." In Spring/Summer Young Researchers' Colloquium on Software Engineering. Institute for System Programming of the Russian Academy of Sciences, 2008. http://dx.doi.org/10.15514/syrcose-2008-2-4.

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Takimoto, Tomohiro, Yuji Kawai, Jihoon Park, and Minoru Asada. "Self-organization based on auditory feedback promotes acquisition of babbling." In 2017 Joint IEEE International Conference on Development and Learning and Epigenetic Robotics (ICDL-EpiRob). IEEE, 2017. http://dx.doi.org/10.1109/devlrn.2017.8329796.

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Vandecappelle, Arnout, Miguel Miranda, Erik Brockmeyer, Francky Catthoor, and Diederik Verkest. "Global multimedia system design exploration using accurate memory organization feedback." In the 36th ACM/IEEE conference. ACM Press, 1999. http://dx.doi.org/10.1145/309847.309945.

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Malgorzata Ali, Irena. "Doing the Organizational Tango: Symbiotic Relationship between Formal and Informal Organizational Structures for an Agile Organization." In InSITE 2016: Informing Science + IT Education Conferences: Lithuania. Informing Science Institute, 2016. http://dx.doi.org/10.28945/3441.

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[This paper is published in the Interdisciplinary Journal of Information, Knowledge, and Management, Volume 11.] This paper reports on research with a broad objective to examine the relationship between two organizational entities, the formally structured organization and informal organizational structures, in a changing operational environment, more specifically during military deployments. The paper draws on organizational and complexity paradigms; based on empirical evidence obtained through qualitative techniques, it describes mechanisms that enable a symbiotic relationship between these two organizational structures in a complex operational landscape. Substantive findings provide insights into the dynamics of the interactions between these structures and illuminate the relationship between three enabling factors – accountability, responsible autonomy, and command and control arrangements – that need to be considered to fully exploit the strengths inherent in both formal and informal structures. Based on these findings, a model for enhancement of organizational agility in response to changes in a complex operational environment is described. The model is predicated on feedback and mutual adjustment of the organization, institution and individual through sensemaking; it illustrates the dynamic nature of interactions that are required for such a response.
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Reports on the topic "Feedback in organization"

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Black, Anne E. Incident Management Organization succession planning stakeholder feedback. U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2013. http://dx.doi.org/10.2737/rmrs-gtr-297.

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