The 360"°-Audit, (a special form so-called management audit) is a procedure from the frontier from suitability diagnostics and organizational development to the evaluation of the personal and professional authority of a manager by its organisationales surrounding field, i.e. its Peer Group (colleague), its superiors and/or also its coworkers (see 360"°-Analyse).

The evaluation of coworkers and high-level personnel takes place in most enterprises in the Top down procedure. That is called one or more high-level personnel judges a person in subordinated function (see also 180"°-Audit and/or 180"°-Analyse). Valuable realizations for the guidance achievement of the judged one remain however unfortunately often unused in pure Top down evaluations. Would be it straight guidance achievement, to which central meaning for success should be attached, the more highly a person in the hierarchy of the enterprise ascends. The operational authority contributes in same measure less and less to the success of a person.

The CRITICISM at 360"° procedure in the management audit refers particularly to the following aspect: One "one-sided "methodical concentration on standards of the 360"°-Beurteilung supports "micro-political "activities, Gemauschel and thus in the long run the Intransparenz of decision-making processes (in the personal and management politics/policy and - selection) instead of these on rational to place comprehensible bases. (Also under employment before mark "more independently "external advisor) often is the consequence that the audit process turns out to the farce. The often criticized "authentication function "(i.e. the pseudo justification of unpleasant personal and organization measures by the audit results) pushes itself step by step into the foreground - use functions, in which Shareholder, backers and cost objectives genuin are interested, pushed debited to the validity and expected force of expression of the audit results into the background. The lastingness of the personal and organizational development can suffer then.

360"°-Analysen for the guidance and co-operation system as a whole - over the aspect "coworker motivation" possesses a special relevance: Missing motivation by coworkers is to be attributed most cases to management errors. Frustrated coworkers quit (often only internally) not to the enterprise, but the superior.

Employees indicate among other things:

• that they do not know, what by them is expected
• that their superiors in it as humans are not interested
• the fact that they fill out a position is not appropriate for them and
• that their opinions and opinions hardly weight have.

A possible cause of management errors:

• because high-level personnel is not aware of their deficits
• because no consent exists over it which is really important
• because superiors, colleagues and coworkers cannot give a precise feedback
• because does not admit is, how can be worked on deficits purposefully
• Because no reliable control takes place whether recognized deficits were durably turned off

Only if precisely one communicates, which must be changed, goal-oriented change processes can be initiated. In addition it is necessary:

• To measure and not estimate guidance and development
• To point out high-level personnel the differences between own and foreign perception by precise feedback clearly
• to communicate, which is really important for the success of an organization
• To point out and to success promising solution methods offer Entwicklungsbereiche clearly
• to measure the success from training and Coachingmassnahmen to

a 360Grad-Audit becomes not only the evaluation of the guidance achievement by the superior place, but also of colleagues on same hierarchy level and the receivers of the guidance achievement, therefore subordinated coworkers, consulted for the evaluation. In special cases (e.g. key account = key customer, big customer) also customer estimates can be valuable sources of information for achievement statement.

Straight one with the evaluation by subordinated coworkers results however the problem of the beautiful-colored statements, there these coworkers (occasionally rightfully) negative consequences from open criticism fears. For this reason must - in the sense of an open expression of opinion - which feedbacks can be anonymous delivered.

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