Feedback
www.panoramicfeedback.com360-Degree Feedback. As discussed in this chapter, 360-degree feedback is getting a good deal of attention these days. Our purpose here is to introduce you to a sample 360-degree evaluation from an innovative Internet-based program marketed by Panoramic Feedback. (Note: Our use of this sample is for instructional purposes only and does not constitute an endorsement of the program, which may or may not suit your needs.)
Go to the Internet home page (www.panoramicfeedback.com), and select "360" from the tabs, then select "Samples," and then "Questionnaire" from the menu. The sample evaluation is for a hypothetical supervisor named Terry Smith. For our purposes, substitute the name of your manager from your present or past job. The idea is to do an upward evaluation of someone you actually know.
Read the brief background piece, and proceed to Part One of the questionnaire. Read and follow the instructions for the seven performance dimensions and the two comment boxes.

1			How would you rate the seven performance dimensions in this brief sample? Relevant? Important? Good basis for constructive feedback?
2			If you were to expand this evaluation, what other performance scales would you add?
3			Is this a fair evaluation, as far as it goes? Explain.
4			How comfortable would you be evaluating the following people with this type of anonymous 360-degree instrument: Boss? Peers? Self? People reporting directly to you?
5			Would you like to be the focal person in a 360-degree review? Under what circumstances? Explain.
6			Results of anonymous 360-degree reviews should be used for which of the following purposes: Promotions? Pay raises? Job assignments? Feedback for personal growth and development? Explain.

Employee Relationships
www.joanlloyd.comManager-Employee Relationships. The Joan Lloyd at Work site www.joanlloyd.com includes many articles on how to manage in today's workplace as well as people skills and HR articles. Click on "Managing Articles" scroll down and click on "03/05/2000 Managers, take a quiz to check relationship with employees" This article includes a discussion of how employee turnover is often a direct result of dissatisfaction with a manager. As the labour market gets tighter and tighter in the early 21st century, managers need to pay more attention to their management style. A quiz regarding the manager–employee relationship is included in article. Take the quiz.

7			If you manage others as part of your job responsibilities, take the quiz. If you don't, then ask someone you know who is a manager to take the quiz. How did you (he or she) score?
8			Ask yourself (or the other manager) what the results mean to you (him or her). Did the questions zero in on any areas that you (he or she) find difficult? What are they?
9			Does it help you (him or her) identify areas where changes in management style might be made? What are they? How will these changes affect the manager-employee relationship?
10			Acquiring managerial skills can be difficult because behavioural change is involved. Do you (he or she) think that some supervisory training might help to strengthen managerial skill in some of the areas that were identified through the quiz that you (he or she) find difficult? What sort of training?