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"This issue defines and describes a 360-degree feedback program. It walks the reader through the steps of: 1) design and plan the process, 2) design and develop the tool, 3) administer the instrument, 4) process and report feedback, and 5) plan responses to feedback."

"ABSTRAKPenelitian ini bertujuan untuk mengetahui mengenai penyebab dari timbulnya kendala padasupervisor dalam menjalankan perannya sebagai pemimpin fungsi kerja di divisi OperationProduction PT X. Selain itu penelitian juga bertujuan untuk mengetahui intervensi yang dapatdiberikan untuk mengatasi kendala dan efektivitasnya dari intervensi tersebut. Penelitian inidilakukan pada 34 (tiga puluh empat) partisipan, yang terdiri dari 4 (empat) supervisor sebagaipartisipan wawancara dan 30 (tiga puluh) staf operator dan technician dengan menggunakanmetode wawancara, Focus Group Discussion, dan penyebaran kuesioner alat ukur instructionalsupervisory role yang dikembangkan oleh Ghavifekr & Ibrahim (2014). Berdasarkan hasil analisapengumpulan data dan current undesirable - desirable condition , dapat disimpulkan bahwa intipermasalahan (core problem) yang menyebabkan kendala pada supervisor dalam menjalankanperannya sebagai pemimpin fungsi kerja unit Operation Production adalah rendahnya kompetensimanajerial (kemampuan dan pengetahuan) supervisor dalam melakukan aktivitas manajerial dansupervisi terhadap karyawan staf yang merupakan tenaga kerja produktif (operation & technician).Kompetensi manajerial yang ditemukan rendah atau menjadi penyebab dari dari permasalahan yangdihadapi supervisor di unit operation production adalah komunikasi interpersonal, umpan balik(feedback), coaching, dan kemampuan managing people (teamwork). Bentuk Intervensi yangdiberikan adalah implementasi program pelatihan kompetensi supervisor untuk meningkatkankompetensi manajerial supervisor dalam menjalankan perannya sebagai pemimpin dalam fungsikerja. Secara keseluruhan, pelatihan yang dilakukan dapat dikatakan efektif karena terdapat hasilyang positif pada pengukuran evaluasi pelatihan pada jenjang pertama (reaksi) dan kedua(pembelajaran) peserta.

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ABSTRACTThis study aims to determine the cause of the emergence of constraints on supervisors in their roleas leaders in the work function Operation Production division PT X. In addition, the study alsoaims to determine interventions that can be provided to overcome the obstacles and effectivenessof these interventions. This study was conducted on 34 (thirty-four) participants, consisting of 4(four) supervisor as a participant interviews and 30 (thirty) staff operator and technician usinginterviews, focus group discussions, and questionnaires measuring devices instructionalsupervisory role developed by Ghavifekr and Ibrahim (2014). Based on the analysis of datacollection and the current undesirable - desirable condition, it can be concluded that the coreproblem (core problem) that cause constraints on supervisors in their role as leaders work functionunit Operation Production is lower managerial competencies (skills and knowledge) supervisor inperforming managerial activities and supervision of staff employees who are productive workers(operation and technician). Managerial competence were found to be low or be the cause of theproblems faced by supervisors in unit production operation is interpersonal communication,feedback (feedback), coaching, and the ability of managing people (teamwork). Interventionsgiven shape is the implementation program supervisor competency training to improve managerialcompetence supervisors in their role as leaders in the work function. Overall, the training is donecan be said to be effective because there is a positive result on the measurement of trainingevaluation at the first level (reaction) and second (learning) participants."

"New supervisor training will enable you to help up-and-coming supervisors make the transition from individual contributor to leader. This title features interactive training and evaluation methods and strategies for improving the new manager development experience."

"First-level management?it?s where the most critical leadership needs must be met! Now more than ever, leadership is the determining factor in successful organizations. Building and sustaining a competitive advantage requires leadership at all levels, not just the top. First-level supervisors are in a unique position to provide this new leadership. This book has been developed for the first-level supervisor charged with providing leadership in a dynamic business environment. Using assessments, activities, and case studies, you?ll learn how to manage the transition from supervisor to first-level leader, motivate and retain employees, lead with impact and influence, manage project and virtual teams, lead for competitive advantage, and craft and implement a plan for managing change. You?ll learn the attitudes, skills, and behaviors needed to lead and prosper in your organization. You will learn how to: ? Make the shift from supervisor to first-level leader ? Identify key retention factors and create a climate for motivating and retaining employees ? Recognize and implement key influence strategies ? Build, lead and motivate project and virtual teams for marketplace success ? Identify and exceed customer expectations ? Plan for process improvement and strive for added value ? Manage the scope and speed of change ? Identify strategies to help you develop influence and communicate your vision ? Master techniques to help you better understand your organization?s business, meet customer expectations, and ensure greater productivity and efficiency. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy."

"Sejak hadirnya pandemi Covid-19, terjadi berbagai perubahan yang berdampak terhadap bagaimana sebuah bisnis dijalankan. Pandemi Covid-19 menyebabkan penyusutan ekonomi global sebesar 5%. Dampaknya, 47,4% dari 1.105 perusahaan di Indonesia merugi secara ekonomi dan 52% pekerja global harus bekerjad dari rumah selama pandemi Covid-19. Bahkan, lebih dari 6,40 juta karyawan harus terdampak pemutusan hubungan kerja. Sehingga, 54,8% pekerja di Indonesia merasa khawatir terkait dengan kondisi keuangan mereka selama pandemi Covid- 19. Namun, dengan segala tekanan yang hadir selama pandemi Covid-19, para atasan atau supervisor banyak memanfaatkan Supervisor Bottom-Line Mentality guna meningkatkan keuntungan perusahaan. Bidang pemasaran kerap dijadikan ujung tombak perusahaan untuk mendatangkan keuntungan selama masa pandemi Covid-19. Akan tetapi, berfokus pada hasil akhir dapat menciptakan iklmu kompetitif dalam perusahaan yang akan meningkatkan Perceived Competitive Climate. Di tengah segala ketidakpastian kondisi, karyawan akan melakukan segala cara untuk tetap bertahan di perusahaan, bahkan dapat melakukan tindakan tidak etis, namun menguntungkan perusahaan atau dikenal dengan Unethical Pro- Organizational Behavior. Kemudian, pelepasan moral atau Moral Disengagement dianggap sebagai pemoderasi lahirnya tindakan Unethical Pro-Organizational Behavior. Penelitian ini menggunakan pendekatan kuantitatif melalui metode survei berdasarkan purposive sampling. Data dari 135 responden yang bekerja di dibidang marketing diolah menggunakan SPSS dan SmartPLS melalui analisis statistik deskriptif dan SEM. Hasil dari penelitian ini menunjukkan bahwa hubungan Supervisor Bottom-Line Mentality dan Perceived Competitive Climate terhadap Unethical Pro-Organizational Behavior dimoderasi oleh Moral Disengagement tidak berpengaruh positif secara sigifikan.

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Since the presence of the Covid-19 pandemic, there have been various changes that have an impact on how a business is run. The Covid-19 pandemic caused the global economy to shrink by 5%. As a result, 47.4% of 1,105 companies in Indonesia lost economically and 52% of global workers had to work from home during the Covid- 19 pandemic. In fact, more than 6.40 million employees have been affected by layoffs. Thus, 54.8% of workers in Indonesia are worried about their financial condition during the Covid-19 pandemic. However, with all the pressure that was present during the Covid-19 pandemic, supervisors or supervisors used the Supervisor Bottom-Line Mentality a lot to increase company profits. The marketing sector is often used as the spearhead of companies to bring in profits during the Covid-19 pandemic. However, focusing on the end result can create a competitive climate within the company that will enhance the Perceived Competitive Climate. In the midst of all uncertain conditions, employees will do everything they can to stay in the company, even taking unethical actions that benefit the company or known as Unethical Pro-Organizational Behavior. Then, moral disengagement or Moral Disengagement is considered as a moderator of the birth of Unethical Pro- Organizational Behavior. This research uses a quantitative approach through a survey method based on purposive sampling. Data from 135 respondents who work in the field of marketing were processed using SPSS and SmartPLS through descriptive statistical analysis and SEM. The results of this study indicate that the relationship between Supervisor Bottom-Line Mentality and Perceived Competitive Climate on Unethical Pro-Organizational Behavior was moderated by Moral Disengagement has no significant positive effect."

"High-performance organizations must have supervisors with the ability to manage resources and work effectively with others. This Infoline offers a five-step method for developing a supervisory training program. It defines what it means to be a supervisor and discusses the importance of a needs assessment when designing, developing, and evaluating a training program."