Using Multisource Feedback Coaching Effectively in Executive Education
Research from The Academy of Management Learning and Education (AMLE) : Participants want more direct interpretation & recommendations from coaches when using 360 feedback - http://bit.ly/75OfSB
Playing Online Bingo Games
People who are fond of playing bingo can play right now from their laptop or personal computers anywhere at anytime. Nowadays, technology is within reach, and bingo is now in a high-level game where you can play it through the use of Internet. Bingo, with lots of online bingo game variations, are offered by hundreds of online bingo sites. So, how to play bingo? It's just easy!
To start off, you must first register on a reliable and trusted online bingo site. They will give you a random card. You can select up to 50 online bingo cards at a time, the online bingo software is programmed to call out numbers between 1-75. Your objective is to make a particular pattern of numbers. Online bingo is played by set of numbers in a 5x5 grid which are randomly selected. Players are required to match the drawn numbers with those numbers that have been printed on their cards.
A call out number will be display on the screen, and the person who makes a particular pattern will call bingo! Online bingo site, checks the patterns and compare it with the numbers called, and if the pattern is precise, he will be declared as a winner. However, if there are more than one person who acquire any winning pattern, they will share the pot money.
Some online bingo sites dish out cards to players in such a way that everyone has a fair chance of winning. Some online bingo websites place a restriction on the number of cards that a player can have to play. Every bingo card is a grid of five rows and five columns. The central space is blank and every row or column may have some number printed on it.
Another good way to increase one's chances of winning is by selecting a online bingo site with fewer players during early mornings and afternoons. It is best to ward off weekends when there is heavy rush. Lastly, one must fix a limit on the amount that one will play on a particular day. Once this is crossed, one must stop playing. Otherwise, he can end up losing a lot of money.
Online bingo enjoys several advantages over offline bingo halls. One can play at any time and from anywhere in the world. This is a blessing for die-hard bingo players who are short of time to visit a land-based gaming room. One can also leave his play in a particular gaming room and play on another site, without wasting time and losing money.
However, online bingo is not an of the beaten track online casino game. All online casino sites have good casino software for hasty play. They have the best audiovisual effects that simulate a real life bingo hall. One can even make friends online and chat with them while the game is in progress.
Thus, online bingo is free and enjoyable. It is easy, and can fit into one's busy schedule. The games are fast -paced and one has better chances of winning huge jackpots. All these factors make online bingo a pleasurable experience. As the online casinos bloom in the gambling industry, online bingo is exciting and entertaining. And whether you consider it as a form of gambling or not, people will always continue to play bingo!
Image Credit: http://online.worldcasinodirectory.com/realtime-gaming/bonus-bingo
Urgent Opening For SAP ABAP Programmers
Urgent Opening For SAP ABAP ProgrammersMNC Looking For SAP ABAP Programmers
No of requirements - 5
Minimum 1 - 2 years Experience needed
Location - Chennnai, Bangalore, Prefer to Relocate anywhere in india
Salary - 2.5 Lac - 4.5 Lac p.a. Depends on the candidate stuff.
Immediate opening - Rush to post your resume ..
Contact Information
R. Thakshina Moorthy
Mobile : 95977 66652
Refer Your Friends too..
Fighting blind spots in leadership: George Hallenbeck
Economic Times - Gurgaon,Haryana,India
Lastly, through assessment and interviewing, we can determine the best fit. ...One of the things that I feel for the 360-degree feedback is that it...
Lastly, through assessment and interviewing, we can determine the best fit. ...One of the things that I feel for the 360-degree feedback is that it...
2010 Sony PSP Go Price, features, release date
2009 Sony PSP Go launch date, features, price, review
In the end of the year Sony will launch its new version of PSP called PSP Go. The PSP Go is a version of the PlayStation Portable handheld video game console to be manufactured by Sony. Although its design is significantly different from other PSPs, it is not intended to replace the PSP 3000, which Sony will continue to manufacture, sell and support.
2010 Sony PSP Go features
Unlike previous PSP models, the PSP Go does not feature a UMD drive, but instead has 16GB of internal flash memory to store games, video and other media. This can be extended by up to 32GB with the use of a Memory Stick Micro (M2) flash card. Unlike previous PSP models, the PSP Go's rechargable battery is not removable or replacable by the user. The unit is 43% lighter and 56% smaller than the original PSP-1000, and 16% lighter and 35% smaller than the PSP-3000. It has a 3.8" 480x272 LCD compared to the larger 4.3" 480x272 pixel LCD on previous PSP models. The screen slides up to reveal the main controls. The overall shape and sliding mechanism are similar to that of Sony's mylo COM-2 internet device.
The Sony PSP Go will have 16GB of built-in flash memory, and it's expandable via a Memory Stick Micro (M2) slot. In addition Wi-Fi support, the PSP Go adds Bluetooth capability to the Sony handheld platform for the first time. The PSP Go features built-in wi-fi, but no longer uses a standard USB A-to-Mini-B cable common with many devices. This latest PSP Go does not feature a UMD drive, so games are downloaded from the PlayStation Store.
Release date of 2010 Sony PSP Go
2009 Sony PSP Go is scheduled for release on October 1, 2009 in American and European territories and on November 1, 2009 in Japan. In India it will launch in early of 2010.
Expected Price of 2010 Sony PSP Go
The Expected price of 2009 Sony PSP Go will be $250 or 10,000 Rs. approx.
Top games of Xbox
In the end of the year Sony will launch its new version of PSP called PSP Go. The PSP Go is a version of the PlayStation Portable handheld video game console to be manufactured by Sony. Although its design is significantly different from other PSPs, it is not intended to replace the PSP 3000, which Sony will continue to manufacture, sell and support.
2010 Sony PSP Go features
Unlike previous PSP models, the PSP Go does not feature a UMD drive, but instead has 16GB of internal flash memory to store games, video and other media. This can be extended by up to 32GB with the use of a Memory Stick Micro (M2) flash card. Unlike previous PSP models, the PSP Go's rechargable battery is not removable or replacable by the user. The unit is 43% lighter and 56% smaller than the original PSP-1000, and 16% lighter and 35% smaller than the PSP-3000. It has a 3.8" 480x272 LCD compared to the larger 4.3" 480x272 pixel LCD on previous PSP models. The screen slides up to reveal the main controls. The overall shape and sliding mechanism are similar to that of Sony's mylo COM-2 internet device.
The Sony PSP Go will have 16GB of built-in flash memory, and it's expandable via a Memory Stick Micro (M2) slot. In addition Wi-Fi support, the PSP Go adds Bluetooth capability to the Sony handheld platform for the first time. The PSP Go features built-in wi-fi, but no longer uses a standard USB A-to-Mini-B cable common with many devices. This latest PSP Go does not feature a UMD drive, so games are downloaded from the PlayStation Store.
Release date of 2010 Sony PSP Go
2009 Sony PSP Go is scheduled for release on October 1, 2009 in American and European territories and on November 1, 2009 in Japan. In India it will launch in early of 2010.
Expected Price of 2010 Sony PSP Go
The Expected price of 2009 Sony PSP Go will be $250 or 10,000 Rs. approx.
Top games of Xbox
What You Need To Know About Keno
Keno is a game which closely resembles lottery and bingo. Online keno is becoming popular in online casino websites. There are also the video keno and the traditional keno game, with their respective keno booths in land-based casinos, which uses the “Rabbit Ear” or the “Hand Cage” in picking the numbers.
Keno is fun and is quite easy to play. The most common mechanism of playing the game is by selecting 1 to 20 numbers, which are termed as spots, and win prizes depending on how many hits (also termed as catches), or spots that match with the numbers being picked from time to time. Most keno players gathered in a single lounge where they can engage in social conversations with each other.
In this traditional game, players are issued with keno tickets where numbers from 1 to 80 are printed in which their selected numbers (usually up to 20 spots) are indicated. If a number drawn from the Rabbit Ear matches with a spot, the player will mark the spot with an x and depending on how many hits they have, they will receive cash prizes.
Online keno features video keno and visual representation of the keno ticket combined in a software. The players will only click on their desired numbers to select their spots. Then the system will generate the numbers randomly, and the virtual keno ticket will automatically mark the spot when there is a hit.
Payouts vary from one keno game to another, whether it is manual keno, video keno, or online casino keno. Basically, the more hits a player got, the higher is the payout. The number of spots selected also is considered in making a payout. There are even some keno games in which the casino will pay the players if their selected spots did not match any of the numbers drawn. In most keno payout tables, the payout is calculated by the amount of bet multiplied by the amount specified to a certain number of catches out of a certain number of spots. For example, if a player wagers $2 and selects 4 spots, and he managed to obtain 3 hits. If 3 hits out of 4 spots is given the amount of 6, then his bet will be multiplied by 6, resulting in a payout of $12. Therefore, he will have $14 in total.
An example keno payout table in online casinos run by Microgaming is as follows:
Keno is easy and fun to play. Players will just have to select their spots, wait for the winning numbers to be picked, and mark their catches. Then they could claim their prizes in the casino keno booths, or add their winning payout to their online casino money accounts.
Image Credits:
http://www.casino-crush.com/casinogames/
for online keno
http://www.casinotimesonline.com/march/keno_faq.htm
for rabbit ear
http://www.boxedart.com/phpshop/members.php/view/mp_/197/205
for hand cage
http://www.gamingtoday.com/slots-casino/story.bv?storyid=20914
for live keno ticket
http://www.the-keno-guide.com/keno-tips/keno-payout-schedules/
for payout table
Four Essentials for Improving Management Performance with 360 Feedback
This summary was written by Diane Byington, Ph.D. and is based on a paper by Frank Shipper, Investigating the Sustainability of a Sustained 360 Process, published in The Best Papers Proceedings of the Academy of Management Annual Meeting, August 7-11, 2009, Chicago, Illinois.
What can an organization do to help managers to improve their management skills through 360 feedback? Are two cycles, or more, of 360 feedback more effective than one?
This research study followed 13,661 middle-level managers of a large multi-national technology-driven firm over approximately 15 years. The managers were divided into four cohorts that participated in 360 feedback between two and four times during the time of the study. The research design used action research, meaning that the research was not an experimental design, but, rather, took place in an ongoing business setting. No attempt was made to randomize participants into various groups, and interventions (with the exception of the 360 feedback tool) changed over time.
The study found that organizations can do four things to improve management performance through 360 feedback: (1) choose a standardized, reliable survey and stick with it over time, (2) maintain active executive participation and support for the process, (3) ask managers to take the survey approximately every 18 months, and (4) provide organizational support for management improvement in the skills measured by the 360 feedback tool. These will be discussed in the following paragraphs.
Choose a standardized, reliable survey and stick with it. This study used the Survey of Management Practices (SMP), written by Clark Wilson and administered by The Booth Company. This survey has 48 items which are broken down into multiple item scales, or dimensions. The instrument has been found to be psychometrically sound through numerous studies.
The instrument was based on Wilson’s Task Cycle theory, which has been validated and demonstrates the impact of particular skills on managerial performance. These skills include goal setting, planning and problem solving, coaching, conducting a performance appraisal, exercising control, and reinforcing performance. Managers were given skills and performance feedback in the form of a report summarizing the data from boss, direct reports, self, and peers. Results were confidential and were used for development purposes only.
The same 360 survey was used throughout the organization during the entire time of the study, allowing the longitudinal research to study meaningful changes.
Maintain active executive participation and support for the process. In this instance, the Chief Executive Officer and an organizational task force reviewed a variety of instruments and selected the SMP for use throughout the company. The CEO and other top administrators remained supportive of the program throughout the time of the study. Individual data or reports were not revealed to corporate or divisional officers, but aggregated results were reviewed at the corporate level and at divisional levels.
The 360 process also became part of the culture of the organization, both formally and informally. The Managerial Task Cycle, based on Task Cycle theory, was adopted as the organization’s model of what good managers do, and training programs were linked to specific phases of the Task Cycle.
Managers at all levels were aware that their executives supported this program and were following their development. This step is crucial for institutionalizing the 360 process.
Ask managers to take the survey approximately every 18 months. Managerial skills are learned and developed over time, and this length of time between iterations seemed to be the most effective in terms of measuring a significant change in skills.
Four cohorts of managers were followed as they progressed through at least two iterations of the 360 feedback assessment (Figure 1). The study’s highly statistically significant results indicated that notable changes in managerial effectiveness did not occur until participants had been through the 360 process at least twice, and that additional iterations increased the participants’ effectiveness. For example, the earliest cohort included managers who took the assessment four times over a period of years. These participants increased their managerial effectiveness from 39% to 60% between the first and fourth iteration. Over the period of the study, starting effectiveness levels increased, probably because of the support shown throughout the organization for the 360 process. The latest cohort increased their effectiveness from 46% to 53%, after only two iterations. The other two cohorts’ results fell in between.
The author concludes that major change is not likely to be demonstrated based on a one-shot participation in 360 feedback. Follow-up organizational support and efforts of the individual managers led to significant changes in managerial effectiveness.
Provide organizational support for management improvement in the skills measured by the 360 feedback tool. The organization found that the most effective support included a one-day in-situ management workshop with the majority of managers from the same work site. In this workshop, participants received a report of their results and instructions on how to interpret it. This was followed by a discussion on the resources available to managers to improve specific skills, how to develop such skills, and what skill to focus on for the biggest payoff.
By the end of the day participants were encouraged to have created a preliminary learning agenda. Participants were encouraged to share their results with their boss, peers, and direct reports and to ask for input on which to base their final learning agenda. As part of the learning contract, participants were expected to experiment with different skills and techniques, to practice them, and to receive feedback from direct reports and peers. The organization also provided training support via a variety of sources.
As part of the study, managers were interviewed to identify why some of them made significant improvement and others did not. The results were that 100% of the managers who had developed learning contracts had improved, whereas the same was not true for those who did not develop learning contracts.
Finally, managers from the same facility were organized into intact teams, asked to share problems and to develop action plans to solve them. Members of the team who scored high on their skill profiles were asked to serve as mentors to others.
Thus, the 360 process was integrated throughout the organization and supported on every level.
Finally, meaningful change yields a competitive advantage for managers. Previous research has shown that improvements in managerial effectiveness can yield improvements in productivity. Thus, an ongoing 360 process can be a valuable business practice that leads to sustainable improvements in managerial effectiveness.
What can an organization do to help managers to improve their management skills through 360 feedback? Are two cycles, or more, of 360 feedback more effective than one?
This research study followed 13,661 middle-level managers of a large multi-national technology-driven firm over approximately 15 years. The managers were divided into four cohorts that participated in 360 feedback between two and four times during the time of the study. The research design used action research, meaning that the research was not an experimental design, but, rather, took place in an ongoing business setting. No attempt was made to randomize participants into various groups, and interventions (with the exception of the 360 feedback tool) changed over time.
The study found that organizations can do four things to improve management performance through 360 feedback: (1) choose a standardized, reliable survey and stick with it over time, (2) maintain active executive participation and support for the process, (3) ask managers to take the survey approximately every 18 months, and (4) provide organizational support for management improvement in the skills measured by the 360 feedback tool. These will be discussed in the following paragraphs.
Choose a standardized, reliable survey and stick with it. This study used the Survey of Management Practices (SMP), written by Clark Wilson and administered by The Booth Company. This survey has 48 items which are broken down into multiple item scales, or dimensions. The instrument has been found to be psychometrically sound through numerous studies.
The instrument was based on Wilson’s Task Cycle theory, which has been validated and demonstrates the impact of particular skills on managerial performance. These skills include goal setting, planning and problem solving, coaching, conducting a performance appraisal, exercising control, and reinforcing performance. Managers were given skills and performance feedback in the form of a report summarizing the data from boss, direct reports, self, and peers. Results were confidential and were used for development purposes only.
The same 360 survey was used throughout the organization during the entire time of the study, allowing the longitudinal research to study meaningful changes.
Maintain active executive participation and support for the process. In this instance, the Chief Executive Officer and an organizational task force reviewed a variety of instruments and selected the SMP for use throughout the company. The CEO and other top administrators remained supportive of the program throughout the time of the study. Individual data or reports were not revealed to corporate or divisional officers, but aggregated results were reviewed at the corporate level and at divisional levels.
The 360 process also became part of the culture of the organization, both formally and informally. The Managerial Task Cycle, based on Task Cycle theory, was adopted as the organization’s model of what good managers do, and training programs were linked to specific phases of the Task Cycle.
Managers at all levels were aware that their executives supported this program and were following their development. This step is crucial for institutionalizing the 360 process.
Ask managers to take the survey approximately every 18 months. Managerial skills are learned and developed over time, and this length of time between iterations seemed to be the most effective in terms of measuring a significant change in skills.
Four cohorts of managers were followed as they progressed through at least two iterations of the 360 feedback assessment (Figure 1). The study’s highly statistically significant results indicated that notable changes in managerial effectiveness did not occur until participants had been through the 360 process at least twice, and that additional iterations increased the participants’ effectiveness. For example, the earliest cohort included managers who took the assessment four times over a period of years. These participants increased their managerial effectiveness from 39% to 60% between the first and fourth iteration. Over the period of the study, starting effectiveness levels increased, probably because of the support shown throughout the organization for the 360 process. The latest cohort increased their effectiveness from 46% to 53%, after only two iterations. The other two cohorts’ results fell in between.
The author concludes that major change is not likely to be demonstrated based on a one-shot participation in 360 feedback. Follow-up organizational support and efforts of the individual managers led to significant changes in managerial effectiveness.
Provide organizational support for management improvement in the skills measured by the 360 feedback tool. The organization found that the most effective support included a one-day in-situ management workshop with the majority of managers from the same work site. In this workshop, participants received a report of their results and instructions on how to interpret it. This was followed by a discussion on the resources available to managers to improve specific skills, how to develop such skills, and what skill to focus on for the biggest payoff.
By the end of the day participants were encouraged to have created a preliminary learning agenda. Participants were encouraged to share their results with their boss, peers, and direct reports and to ask for input on which to base their final learning agenda. As part of the learning contract, participants were expected to experiment with different skills and techniques, to practice them, and to receive feedback from direct reports and peers. The organization also provided training support via a variety of sources.
As part of the study, managers were interviewed to identify why some of them made significant improvement and others did not. The results were that 100% of the managers who had developed learning contracts had improved, whereas the same was not true for those who did not develop learning contracts.
Finally, managers from the same facility were organized into intact teams, asked to share problems and to develop action plans to solve them. Members of the team who scored high on their skill profiles were asked to serve as mentors to others.
Thus, the 360 process was integrated throughout the organization and supported on every level.
Finally, meaningful change yields a competitive advantage for managers. Previous research has shown that improvements in managerial effectiveness can yield improvements in productivity. Thus, an ongoing 360 process can be a valuable business practice that leads to sustainable improvements in managerial effectiveness.
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