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Books on the topic 'Feedback in organization'

Author: Grafiati

Published: 4 June 2021

Last updated: 16 February 2022

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1

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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2

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

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3

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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4

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

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5

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

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6

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

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7

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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8

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

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9

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

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10

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

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11

Michael, Prince Jeffrey, ed. Using 360-degree feedback in organizations: An annotated bibliography. Center for Creative Leadership, 1997.

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12

Lepsinger, Richard. The art and science of 360° feedback. Pfeiffer, 1997.

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13

1951-, Lucia Anntoinette D., ed. The art and science of 360⁰ feedback. Pfeiffer, 1997.

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14

1950-, Cooper Stephen D., ed. Organizations and unusual routines: A systems analysis of dysfunctional feedback processes. Cambridge University Press, 2010.

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15

Poertner, Shirley. The art of giving and receiving feedback. American Media Pub., 1996.

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16

1951-, Lucia Anntoinette D., and Lepsinger Richard 1948-, eds. The art and science of 360 degree feedback. 2nd ed. Jossey-Bass, 2009.

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17

Lepsinger, Richard. The Art and Science of 360 Degree Feedback. John Wiley & Sons, Ltd., 2009.

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18

Moran, Richard A. Beware those who ask for feedback: And other organizational constants. HarperBusiness, 1994.

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19

Massetti, Miller Karen, Halasz Ida, and American Correctional Association, eds. Feedback: Giving it, receiving it. The Association, 1998.

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20

The Power of 360 Degree Feedback. Elsevier Science, 2009.

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21

Edwards, Mark R. Providing 360-degree feedback: An approach to enhancing individual and organizational performance. American Compensation Association, 1996.

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22

Fleenor, John W. Leveraging the impact of 360-degree feedback. Jossey-Bass, 2008.

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23

Organizational learning from performance feedback: A behavioral perspective on innovation and change. Cambridge University Press, 2003.

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24

Atwater, Leanne E. Leadership, feedback, and the open communication gap. Lawrence Erlbaum Associates, 2008.

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25

Velsor, Ellen Van. Choosing 360: A guide to evaluating multi-rater feedback instruments for management development. Center for Creative Leadership, 1997.

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26

Raju, Rao, ed. The power of 360 degree feedback: Maximizing managerial and leadership effectiveness. Response Books, 2005.

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27

E, Atwater Leanne, ed. The power of 360⁰ feedback: How to leverage performance evaluations for top productivity. Gulf Pub., 1998.

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28

Employee Surveys That Make a Difference: Using Customized Feedback Tools to Transform Your Organization. Executive Excellence Publishing, 1999.

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29

Tzafestas, Spyros G. Energy, Information, Feedback, Adaptation, and Self-organization: The Fundamental Elements of Life and Society. Springer, 2019.

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30

Tzafestas, Spyros G. Energy, Information, Feedback, Adaptation, and Self-organization: The Fundamental Elements of Life and Society. Springer, 2018.

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31

The Handbook of Multisource Feedback (Jossey Bass Business and Management Series). Pfeiffer, 2000.

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32

Meyer, Christian. The Cultural Organization of Intercorporeality. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190210465.003.0006.

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This chapter addresses the question of the universality of specific forms of intercorporeality. This detailed microethnographic study of a Wolof village in Northwestern Senegal describes how different senses—eye-gaze, hearing, and touch—are used in embodied interaction and how, in turn, participation in cultural interaction patterns shapes people’s senses. These patterns are notably different than they are in those Western societies about whose micro-interactions which we have reliable information. The chapter first analyzes the cooperative pounding of millet by four women, then, in the second part, examines in detail social interactions in which other intercorporeal resources than gaze, notably acoustic feedback signals and touch, are used to secure intersubjectivity. The third part shows how the experience and expression of emotions as well as basic cultural concepts such as the “person” are shaped by the specific Wolof forms of intercorporeality as they are lived in concrete interactional situations.

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33

Jacobs, Janice Marks. FACTOR ANALYSIS OF AN UPWARD FEEDBACK SURVEY IN A HEALTHCARE ORGANIZATION: AN EXPLORATORY CASE-STUDY (HEALTH CARE, NURSING SUPERVISION). 1996.

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34

Using Feedback in Organizational Consulting. American Psychological Association, 2015.

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35

Church, Allan H., David W. Bracken, John W. Fleenor, and Dale S. Rose, eds. Handbook of Strategic 360 Feedback. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190879860.001.0001.

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Strategic 360 Feedback is defined as (a) having content derived from the organization’s strategy and values; (b) creating data that are sufficiently reliable and valid to be used for decision-making; (c) being integrated into talent management and development systems; and (d) being inclusive of all candidates for assessment. The handbook contains 31 chapters by leading practitioners in the field, organized into five major sections: 360 for Decision Making, 360 for Development, Methodology and Measurement, Organizational Applications (Case Studies), and Critical and Emerging Topics. It presents viewpoints from academics, scientists, practitioners, and consultants on best practices in the design, implementation and evaluation of many forms of multirater processes and technologies currently used to support talent management systems.

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36

Murch, Georgia. Fixing Feedback. Wiley & Sons, Limited, John, 2020.

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37

Murch, Georgia. Fixing Feedback. Wiley & Sons, Incorporated, John, 2015.

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38

Murch, Georgia. Fixing Feedback. Wiley & Sons, Incorporated, John, 2015.

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39

Gugerty, Mary Kay, and Dean Karlan. Monitoring with the CART Principles. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199366088.003.0005.

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This chapter focuses on how to use a theory of change and the CART principles to build a monitoring system that generates useful information that can be used for program learning and improvement. Monitoring systems, properly designed, can demonstrate accountability to external stakeholders and also help organizations improve operational decision-making. This chapter argues that organizations should collect five types of monitoring data: financial data about program operations, activity tracking of key program functions and outputs, targeting information about the people participating in a program, engagement data about how people engage with the program, and feedback data on participants’ perspectives on the program. The chapter then continues with the example of Nutrition for All, the hypothetical organization introduced in Chapter 3, to show how an organization can use its theory of change and the CART principles to decide how to collect each type of monitoring data.

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40

Zundel, Mike. Gregory Bateson (1904–1980). Edited by Jenny Helin, Tor Hernes, Daniel Hjorth, and Robin Holt. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199669356.013.0023.

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Gregory Bateson is a British philosopher, scientist, and teacher known for his investigations into ‘patterns that connect’. Bateson’s philosophical, psychological, biological, anthropological, and cybernetic ideas have important implications for organization studies. His epistemology can be characterized by five themes: creatura and pleroma; logical typing; feedback and the organization of creatura; symmetry and complementarity; and acclimation, thresholds, and flexibility.

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41

Tsoukas, Hari, and Miguel Pina e. Cunha. On Organizational Circularity. Edited by Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski, and Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.20.

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This chapter selectively reviews strands of organizational research informed by the underlying image of the feedback loop, explores different kinds of circularity, and discusses how circularity gives rise to paradoxes in organizations. Organizational circularity expresses better than most organizational processes how managers create realities that develop a dynamic beyond their control, often in surprising and uncontrollable ways. Sometimes these realities are virtuous; other times organizing is built on top of shaky foundations and organizations trap themselves in vicious circles. Circles constitute a preferential observation point from which the complexity of organizing may be viewed. Suggestions for further research are offered.

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42

David, Bracken, Timmreck Carol W. 1944-, and Church Allan H. 1966-, eds. The handbook of multisource feedback: The comprehensive resource for designing and implementing MSF processes. Jossey-Bass, 2001.

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43

The power of feedback: Giving, seeking, and using feedback for performance improvement. Routledge, 2015.

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44

D, Pritchard Robert, Air Force Human Resources Laboratory., University of Houston. Institute for Organizational Behavior Research., and University of Houston. Psychology Dept., eds. Feedback, goal setting, and incentives effects on organizational productivity. Air Force Human Resources Laboratory, Air Force Systems Command, [1987]., 1987.

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45

Macey, William H., and Alexis A. Fink, eds. Employee Surveys and Sensing. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190939717.001.0001.

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This volume comprises 27 chapters focused on the design and execution of employee survey programs. These chapters reflect the latest advances in technology and analytics and a pervasive emphasis on driving organizational performance and effectiveness. The individual chapters represent the full range of survey-related topics, including design, administration, analysis, feedback, and action-taking. The latest methodological trends and capabilities are discussed including computational linguistics, applications of artificial intelligence, and the use of qualitative methods such as focus groups. Extending beyond traditional employee surveys, contributions include the role of passive data collection as an alternative or supplement in a comprehensive employee listening system. Unique contextual factors are discussed including the use of surveys in a unionized environment. Individual contributions also reflect increasing stakeholder concerns for the protection of privacy among other ethical considerations. Finally, significant clarifications to the literature are provided on the use of surveys for measuring organization culture, strategic climate, and employee engagement.

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46

Hemmelgarn, Anthony L., and Charles Glisson. Results-oriented versus Process-oriented Human Service Organizations. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190455286.003.0010.

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This chapter explains the ARC principle of being results oriented versus process oriented. The results-oriented principle requires that human service organizations evaluate performance based on how much the well-being of clients improves. The principle addresses deficits in service caused by the conflicting priority of evaluating performance with process criteria such as the number of clients served, billable service hours, or the extent to which bureaucratic procedures such as the completion of paperwork are followed. Results-oriented organizations are described in detail, including case examples from decades of organizational change efforts by the authors in human service organizations. The chapter documents the importance of results-oriented approaches and underlying implicit beliefs to help the reader understand how mindsets and mental models shared among organizational members influence results-oriented approaches and effectiveness in practice. Supporting research, including feedback and goal-setting research are highlighted.

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47

Moran, Richard A. Beware of Those Who Ask for Feedback: And Other Organizational Constants. Perennial, 1994.

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48

Robb, Fiona, and Andrew Seaton. What are the principles and goals of antimicrobial stewardship? Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780198758792.003.0002.

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Antimicrobial stewardship (AS) is a coordinated strategy for quality improvement designed to improve the appropriate use of antimicrobial agents to optimize clinical outcomes whilst minimizing collateral antimicrobial effects including antimicrobial resistance andClostridium difficileinfection. AS is a function of the multidisciplinary antimicrobial management team and is dependent on key relationships with infection protection and control, clinical governance, therapeutic, and medical management structures within a healthcare organization. AS should operate within a national framework and is driven by quality improvement and patient safety. Engagement with prescribers through education, surveillance, and audit and feedback are key to the success of an AS programme.

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49

Leveraging the Impact of 360-degree Feedback. Pfeiffer, 2008.

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50

Chappelow, Craig, Sylvestor Taylor, and John W. Fleenor. Leveraging the Impact of 360-Degree Feedback. Center for Creative Leadership, 2008.

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