Survey Feedack

7/31/2019 Survey Feedack

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Presented by:

Neha

CUHP10MBA14

SURVEY FEEDACK


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What Survey Feedback is?

Important and widely used intervention

Process of systematically collecting data about the system

Feeding back the data for individuals and groups at all the levels To analyze, interpret meanings, and design corrective actions

Through Survey feedback, the managers and employees areprovided with analysis of data collected from them for better

diagnosis, prioritization of issues and planning of further activities


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Survey feedback is a tool that can provide honest feedback to helpleaders guide and direct their teams.

If all leaders and members alike are clear about the organizationaldevelopment and change, strengths, weakness, strategies can bedesigned and implemented to support positive change.

Survey feedback provides a participative approach and enables allmembers to become actively engaged in managing the work

environment.


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The activities of collecting the data and feeding back the data havetwo major components:

Climate or Attitude survey

Use of feedback workshops


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Attitude surveys : Powerful tool in organization improvement

Traditional Approach Survey Feedback Or OD Approach

Data collected from Rank and file.And may be supervisors

Everyone in the system or subsystem

Data reported to Top management, department heads,and perhaps to employees throughnewspaper

Everyone who participated

Implications of data are worked on by Top management Everyone in work teams, withworkshops starting at the top(all thesuperiors with their subordinates)

Third party intervention strategy Design and administration of

questionnaire, development of a report

Obtaining concurrence on total

strategy, design and administration ofquestionnaire, design of workshops.Appropriate interventions in workshops

Action planning done by Top management only Teams at all levels

Probable extent of change and

improvement

Low High

Two approaches to the use of attitude or climate surveys


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Frank Neff states that for an organizationimprovement 3 things must happen:

Accept the data as valid

Accept responsibility

Solving problems


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According to Bowers and Franklin

Survey feedback is also called survey guided development

It is based on a model that views people as rational, cognitive andinformation processing individuals

Differences in a perceptions act as sources of motivation

New information leads to new perceptions


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Another basic assumption of survey guided development:

Human behavior is goal seeking or goal oriented

Goal seeking process involves four elements:

Model

A goal

An activity

Feedback


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Model : mental picture of the surrounding world. It is built by theperson(s) from the past accumulations of information, stored in memory

Goal : from the working of the model and from the modeling processwhich he employs, alternative future states are generated, of which one isselected as a goal

This was the goal selection system

Now begins the control system

Activities : initiated to attain goals

Feedback : comes by some route from the persons environment, is usedto compare, confirm, adjust and correct responses by signaling departuresfrom what was expected


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Survey Feedback Process The study of Survey Feedback played an important role in formation and

history of OD. Developed as an organization wide intervention by Mann

and his associates (Year 1957 -1965), survey feedback is a process inwhich organizational members complete questionnaires on variousorganizational issues, receive feedback on the results, then takeappropriate actions to address the critical needs and concerns. Itgenerally follows a four phase cyclical process given below.

Developing Survey instrument

Summary & Analysis of Results


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Survey Feedback Phases

1. Developing a survey instrument:- In the initial phase ofsurvey feedback, the OD consultant works with themanagement very closely to develop a questionnaire tocollect information about the key issues in the organization.The key success factor at this stage is the active participationof the organization members.

2. Administering the survey, data collection:- Activeparticipation by all department also bring in a sense ofownership during data collection and higher involvementduring action planning activities later. The OD consultant can

build trust and commitment and also bring about opennessby announcing confidentiality of the responses


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3. Summarizing and analysis of results:- Once the surveydata is collected, they must be summarized in formthat is meaningful to the organizational members.Brief summary reports are prepared by the consultantsand presented in a series of focused, facilitatedmeetings, starting with top management and goingdownwards. These meetings are used both, to identifyproblem areas and also develop action plans to resolvethem

4. Feedback on the results:- To ensure effective feedbackmeetings, the OD consultant needs to train managers

to create and promote a participative atmosphere andto avoid defensive behavior that might block open andconstructive discussion


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According to Conlon & Short, 1984

Three basic steps are employed in survey feedback First, a questionnaire is typically completed by all members of a work

group or whole organization. It asks organization members for theirperceptions and attitudes on a broad range of topics such as decision-making practices, communication effectiveness, coordination between

units, job satisfaction, and the like. The leader of a work group or totalorganization receives a summary of the tabulated results from thesurvey. In some cases, a consultant (an internal or external changeagent) meets with the leader to discuss the results.

In the second step, data are fed back to the organization members,

usually during group meetings. The OD consultant, internal or external,often attends the meeting to explain any technical aspects of the data.

Finally, in the third step, specific plans for dealing with the problemsidentified by the survey are developed.


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BENEFITS:1. To evaluate the complexities & uncertainties in the organizationenvironment.

2. Helps in determining its strategic response to the changes thatcaused such uncertainties.

DISADVANTAGE:

Effectiveness of this intervention depends on the ability of thesupervisors & managers in developing actions programs, based onsuch feedback


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Survey Feedack

Documents

Transcript of Survey Feedack