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THE POWER OF 360 DEGREE FEEDBACK; THE INDIA WAY FOR LEADERSHIP EFFECTIVENESS T. V. RAO AND RAU RAO

By: Contributor(s): Publication details: SAGE PUBLICATIONS INC 2014 NEW DELHIEdition: 2Description: XXVII, 595 P. PAPERISBN:
  • 9788132119692
Subject(s): DDC classification:
  • 658.4092
Contents:
Cover; Contents; Preface to the Second Edition; Preface to the First Edition; Introduction; PART 1: Developing Managers into Leaders; 1 -- How to Be an Effective Person?; 2 -- What Makes Managers Effective?; 3 -- What Makes a Good Leader?; 4 -- Managerial and Leadership Roles; 5 -- Managerial and Leadership Styles; PART 2: Designing and Implementing a 360 Degree Feedback Programme; 6 -- 360 Degree Feedback: The Power Tool; 7 -- Competence Building through 360 Degree Feedback; 8 -- Coaching in 360 Degree Feedback; 9 -- Myths and Realities of 360 Degree Feedback. 10 -- Conditions for Successful 360 Degree FeedbackPART 3: Lessons from Experience and Research; 11 -- 360 Degree Feedback: Indian Experience; 12 -- Life after 360 Degree Feedback: Lessons for the Future; 13 -- Getting ROI on360 Degree Feedback; 14 -- Lessons from 100 Impact-making Managers; 15 -- Experiences from Other Countries; PART 4 -- 360 Degree Feedback Tools for Other Sectors; 16 -- 360 Degree Feedback Tools for School Principals; 17 -- 360 Degree Feedback Tools for Teachers, Students and Parents; 18 -- 360 Degree Feedback Tools for Non-governmental Organizations. Appendix: Organizations Using 360 Degree FeedbackReferences and Select Bibliography; Index; About the Authors.
Summary: 360 Degree Feedback, or multi-rater feedback, is an established HR methodology used in organizations across the world. This book presents in-depth details about the process of developing managers into leaders and outlines methodologies for designing and using a 360 Degree Programme for managers at all levels. This second edition draws extensively from the authors' own experiences in the last decade since the first edition was published. The book also includes research done using over 8,000 top-level managers whose leadership roles and qualities wer
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Holdings
Item type Current library Collection Call number Status Date due Barcode Item holds
Book Book Main Library LEADERSHIP (CUP 10&11) 658.4092/ RAO/RAO/ 23822 (Browse shelf(Opens below)) Available 11123822
Total holds: 0

Cover; Contents; Preface to the Second Edition; Preface to the First Edition; Introduction; PART 1: Developing Managers into Leaders; 1 --
How to Be an Effective Person?; 2 --
What Makes Managers Effective?; 3 --
What Makes a Good Leader?; 4 --
Managerial and Leadership Roles; 5 --
Managerial and Leadership Styles; PART 2: Designing and Implementing a 360 Degree Feedback Programme; 6 --
360 Degree Feedback: The Power Tool; 7 --
Competence Building through 360 Degree Feedback; 8 --
Coaching in 360 Degree Feedback; 9 --
Myths and Realities of 360 Degree Feedback. 10 --
Conditions for Successful 360 Degree FeedbackPART 3: Lessons from Experience and Research; 11 --
360 Degree Feedback: Indian Experience; 12 --
Life after 360 Degree Feedback: Lessons for the Future; 13 --
Getting ROI on360 Degree Feedback; 14 --
Lessons from 100 Impact-making Managers; 15 --
Experiences from Other Countries; PART 4 --
360 Degree Feedback Tools for Other Sectors; 16 --
360 Degree Feedback Tools for School Principals; 17 --
360 Degree Feedback Tools for Teachers, Students and Parents; 18 --
360 Degree Feedback Tools for Non-governmental Organizations. Appendix: Organizations Using 360 Degree FeedbackReferences and Select Bibliography; Index; About the Authors.


360 Degree Feedback, or multi-rater feedback, is an established HR methodology used in organizations across the world. This book presents in-depth details about the process of developing managers into leaders and outlines methodologies for designing and using a 360 Degree Programme for managers at all levels. This second edition draws extensively from the authors' own experiences in the last decade since the first edition was published. The book also includes research done using over 8,000 top-level managers whose leadership roles and qualities wer

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