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SURVEY FEEDACK

Presented by: Neha CUHP10MBA14

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 are provided with analysis of data collected from them for better diagnosis, prioritization of issues and planning of further activities

Survey feedback is a tool that can provide honest feedback to help leaders guide and direct their teams. If all leaders and members alike are clear about the organizational development and change, strengths, weakness, strategies can be designed and implemented to support positive change. Survey feedback provides a participative approach and enables all members to become actively engaged in managing the work environment.

The activities of collecting the data and feeding back the data have two major components:
Climate or Attitude survey Use of feedback workshops

Attitude surveys : Powerful tool in organization improvement


Two approaches to the use of attitude or climate surveys
Traditional Approach
Data collected from Data reported to Rank and file. And may be supervisors Top management, department heads, and perhaps to employees through newspaper Top management

Survey Feedback Or OD Approach


Everyone in the system or subsystem Everyone who participated

Implications of data are worked on by

Everyone in work teams, with workshops starting at the top(all the superiors with their subordinates)

Third party intervention strategy

Design and administration of questionnaire, development of a report

Obtaining concurrence on total strategy, design and administration of questionnaire, design of workshops. Appropriate interventions in workshops

Action planning done by Probable extent of change and improvement

Top management only Low

Teams at all levels High

Frank Neff states that for an organization improvement 3 things must happen:
Accept the data as valid Accept responsibility Solving problems

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 and information processing individuals Differences in a perceptions act as sources of motivation New information leads to new perceptions

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

Model : mental picture of the surrounding world. It is built by the person(s) from the past accumulations of information, stored in memory Goal : from the working of the model and from the modeling process which he employs, alternative future states are generated, of which one is selected 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 used to compare, confirm, adjust and correct responses by signaling departures from what was expected

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 in which organizational members complete questionnaires on various organizational issues, receive feedback on the results, then take appropriate actions to address the critical needs and concerns. It generally follows a four phase cyclical process given below.
Developing Survey instrument

Summary & Analysis of Results

Survey Feedback Phases


1. Developing a survey instrument:- In the initial phase of survey feedback, the OD consultant works with the management very closely to develop a questionnaire to collect information about the key issues in the organization. The key success factor at this stage is the active participation of the organization members.
Administering the survey, data collection:- Active participation by all department also bring in a sense of ownership during data collection and higher involvement during action planning activities later. The OD consultant can build trust and commitment and also bring about openness by announcing confidentiality of the responses

2.

3.

Summarizing and analysis of results:- Once the survey data is collected, they must be summarized in form that is meaningful to the organizational members. Brief summary reports are prepared by the consultants and presented in a series of focused, facilitated meetings, starting with top management and going downwards. These meetings are used both, to identify problem areas and also develop action plans to resolve them

4.

Feedback on the results:- To ensure effective feedback meetings, the OD consultant needs to train managers to create and promote a participative atmosphere and to avoid defensive behavior that might block open and constructive discussion

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 their perceptions and attitudes on a broad range of topics such as decisionmaking practices, communication effectiveness, coordination between units, job satisfaction, and the like. The leader of a work group or total organization receives a summary of the tabulated results from the survey. In some cases, a consultant (an internal or external change agent) 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 problems identified by the survey are developed.

BENEFITS: 1. To evaluate the complexities & uncertainties in the organization environment. 2. Helps in determining its strategic response to the changes that caused such uncertainties. DISADVANTAGE: Effectiveness of this intervention depends on the ability of the supervisors & managers in developing actions programs, based on such feedback