Multi-faceted feedback for organisational heads for self and organisational development : experiences of school principals in India
By: SINGH, Manjari
.
Contributor(s): VOHRA, Neharika.
Material type: 
ArticlePublisher: Danvers, MA : Blackwell publishing, September 2005International Journal of Training and Development 9, 3, p. 156-169Abstract: The design and use of multi-faceted feedback as a developmental tool for organisational heads is the focus of this paper. A customised feedback instrument was designed for school principals to enable assessment by self and various stakeholders. The instrument was designed to assess principals' administrative, managerial and leadership competencies and school policies and systems that are designed, regulated, supervised and/or controlled by the principal. The multi-faceted feedback made it possible to provide a comparison of principals' own evaluation of their efficacy with reference to that of the relevant stakeholders. The feedback received is analysed and interpreted to aid in the preparation of a developmental plan for future action. Insights obtained from this experience are used to discuss issues in the use, design and administration of multi-faceted feedback for organisational heads. The underlining concern is to fine-tune each aspect of the feedback process to maximise gains for the receiver of the feedback and the organisation.
The design and use of multi-faceted feedback as a developmental tool for organisational heads is the focus of this paper. A customised feedback instrument was designed for school principals to enable assessment by self and various stakeholders. The instrument was designed to assess principals' administrative, managerial and leadership competencies and school policies and systems that are designed, regulated, supervised and/or controlled by the principal. The multi-faceted feedback made it possible to provide a comparison of principals' own evaluation of their efficacy with reference to that of the relevant stakeholders. The feedback received is analysed and interpreted to aid in the preparation of a developmental plan for future action. Insights obtained from this experience are used to discuss issues in the use, design and administration of multi-faceted feedback for organisational heads. The underlining concern is to fine-tune each aspect of the feedback process to maximise gains for the receiver of the feedback and the organisation.
Click on an image to view it in the image viewer
There are no comments for this item.