{"title":"On the use of language","authors":"A. Obholzer","doi":"10.4324/9780429275630-24","DOIUrl":"https://doi.org/10.4324/9780429275630-24","url":null,"abstract":"","PeriodicalId":356053,"journal":{"name":"Workplace Intelligence","volume":"86 9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127992708","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The use of self in one’s work life","authors":"A. Obholzer","doi":"10.4324/9780429275630-22","DOIUrl":"https://doi.org/10.4324/9780429275630-22","url":null,"abstract":"","PeriodicalId":356053,"journal":{"name":"Workplace Intelligence","volume":"39 10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114092449","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"360-degree feedback","authors":"A. Obholzer","doi":"10.4324/9780429275630-41","DOIUrl":"https://doi.org/10.4324/9780429275630-41","url":null,"abstract":"360-degree feedback is a cornerstone and a best practice in successful leadership development programs. The process is developmental and is not tied to the annual performance review process. The process provides the program participant with comprehensive feedback regarding others' perceptions of his/her strengths and areas for development as they relate to Emory's Leadership Competencies. The feedback also provides the participant with additional information for development planning. The process involves collecting input from the manager, peers, direct reports, and \" others \" , as well as self-ratings by the participant. Delving Deeper The participant selects individuals that he/she interacts regularly and who he/she believes will be in a position to provide candid and valuable input that he/she can use to continue to develop his/her leadership skills. The participant will receive several types of feedback – all of which preserve the anonymity of those rating him/her, with the exception of the individual's manager. For each competency and each behavior rated the Participant receives: overall average ratings (where the ratings of all raters combined) average ratings by group o manager o peer o direct reports o \" others \" self-rating However, there must be at least three respondents in a group (with the exception of the manager and self) for the participant to receive that group's average ratings. If there are fewer than three respondents in a group, the ratings are included in the overall averages, but not in a separate group average. Raters have the opportunity to provide qualitative feedback for each of the competencies, as well as to provide feedback on what they perceive to be the participant's overall greatest strength and greatest area for development. The participant receives a copy of the written comments; however, these comments are not separated by groups. Since the process is developmental, the participant is the only individual to receive a copy of the feedback report. The feedback report is provided to the participant during a detailed group feedback session. While the participant is expected to discuss the development plan that results from the feedback with","PeriodicalId":356053,"journal":{"name":"Workplace Intelligence","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132276645","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Commerce and its taboos","authors":"A. Obholzer","doi":"10.4324/9780429275630-31","DOIUrl":"https://doi.org/10.4324/9780429275630-31","url":null,"abstract":"","PeriodicalId":356053,"journal":{"name":"Workplace Intelligence","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115636513","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The structure of this book","authors":"A. Obholzer","doi":"10.4324/9780429275630-4","DOIUrl":"https://doi.org/10.4324/9780429275630-4","url":null,"abstract":"","PeriodicalId":356053,"journal":{"name":"Workplace Intelligence","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130639587","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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