5051 UNIT 2 FINAL EXAM Flashcards

Looking at the whole company—departments, customers, competitors, goals.

- View of the basic structures of an organization with an emphasis on the relationship between the organization and its customers

Looking at the steps to find where a workflow has problems. If the answer involves analyzing:

· steps

· workflow

· procedures

· how something gets done

· quality of a task that everyone does the same way

- View of the basic structures of an organization with an emphasis

- on inter-relations between departments to see how work gets done and departments affect one another

Checking what one worker does and if they do it right.

- View of how each individual performer operates within each

- process and function or department to see how performers and departments relate to one another

Behavior systems analysis (BSA)

Studying how the whole company works together like a machine. Es cuando revisas cómo funciona un sistema completo en una empresa (por ejemplo, horarios, materiales, procesos) para mejorarlo. · El BSA se enfoca en analizar y mejorar los procesos organizacionales para optimizar el desempeño. Examina flujos de trabajo, sistemas y variables ambientales que afectan la conducta del personal. Su objetivo es reducir errores, ineficiencias y repeticiones innecesarias.

Reviewing an entire customer-service process to find delays.

Analizar y mejorar sistemas y procesos completos en una organización.

The goal of BSA is to ensure the entire system is functioning effectively and efficiently to achieve organizational goals.

Identify and eliminating systemic inefficiencies, often referred to as waste (like rework/correction and needless repetition), by analyzing the processes that connect performers and departments.

Using signs, prompts, feedback, or checklists to help workers do tasks correctly. improving employee behavior using goals, feedback, reinforcement, and consequences.

Using behavior science to improve employee performance.

The company’s big purpose or reason it exists.

A big summary result (like monthly totals).

Proof a behavior happened (like a completed form).

Other companies fighting for your customers.

Mistakes that make you redo work. When workers have to:

· Re-do work

· Re-enter data

· Go back to the client’s home because something was done incorrectly the first time

That is rework, and rework is caused by defects in the process (errors, mistakes, or incorrect entries).

Defects = mistakes that require fixing → rework.

Groups in the company that do different jobs.

Groups or suppliers that give needed materials or info.

Outside conditions that affect the company (laws, economy)

One thing you want to achieve. Strategic measurable outcomes the organization strives to achieve

Info telling you how well you did.

Resources needed to complete tasks

In a Human Performance System, inputs are the things that go into a process before work can begin.
Examples of inputs include:

• Information
• Materials
• Instructions
• Tools
• Resources

EX:

• Noel iscollecting basic information about problem behavior and skill deficits.
• This information is used to decide if staff can provide services.

That information is an input to the service-planning process.

What comes out of a process. A product service, or resource that results from the process

Outputs in a Human Performance System are the products or results that the performer produces as part of their job duties.

Examples of outputs for a server:

· Taking orders accurately

· Delivering food

· Refilling drinks

· Providing customer service

· Clean tables

These are the actual work products.

What happens after someone does something.

consequences are what happen after the performance — things that increase or decrease the likelihood the behavior will occur again. A tip is a direct result of Billy’s performance and will likely influence whether she continues providing good service.

Performers are the people who do the work.

They are the employees or team members who:

· Do the tasks

· Follow the steps

· Complete the jobs

· Make things happen

They’re not the materials, not the tools, not the results —
they’re the humans doing the work.

That is feedback — giving information back to the person about their performance. It helps them know if they’re on the right track.

Having too much stuff waiting around.

People moving more than needed. Motion waste happens when employees have to move around more than necessary to complete a task.

In this scenario:

· Mechanics waste time walking around the shop

· Trying to find tools

· Because there is no organized system

This is extra movement, not part of the job — so it is motion waste.

Making more than needed. Producir más de lo que se necesita. EX: · El equipo hace el doble de comida que el cliente pidió. - La comida extra no es necesaria. - Mucha se bota.

Doing extra unnecessary steps. Type of waste. Overprocessing = hacer más pasos de los necesarios
Ejemplo: Revisar un documento 5 veces cuando solo se necesita 1 revisión. Lavar un producto dos veces sin necesidad.

Es hacer trabajo extra, pero no crear extra producto.

One set of steps to get something done. A series of tasks that convert inputs into outputs

Many sets of steps across the company.

People or companies that give you what you need.

What someone knows how to do.

Moving materials too much.

When work stops because something isn’t ready.

The main activity that delivers the company’s product or service. Example: Providing home renovation services

- A process that results in a product or service that is received by an organization’s external customer

Tasks that help the main work (HR, billing, training).

- A process that produces products or services that are invisible to the external customer but essential to support the primary/core processes

Leaders planning goals, direction, and strategy.

- A process that involves steps managers should take to support the other processes and individuals working within the processes

The company’s big goal or reason it exists. Example: “Provide quality instruments to customers”

Outside things that affect the company, like suppliers, laws, or competitors

Basic info about the company: size, location, number of employees, etc

How managers guide, monitor, and improve employee work → Management Process

Core activity that directly produces the service → Primary/Core Process

Helps core activities run smoothly but doesn’t produce the main product → Secondary/Support Process

Core activity delivering the company’s main product/service → Primary/Core Process

Shows who gets the company’s products or services → Relationship Map Component

Ryan evaluates the quality of his team’s reports using metrics like number of references cited and completeness of each section - A process is a series of steps that produce a product or service. Evaluating the quality of the team's reports (an output of a process) using a set of metrics is an analysis of that specific workflow and its result.

Overprocessing - Overprocessing is performing unnecessary work on a product or service. Having three different people review the authorization when fewer (or better-defined steps) would suffice is adding extra, often redundant, steps, which is characteristic of Overprocessing.

Aggregate product - Monthly expense reports reviewed yearly

• An Aggregate product is the final, often summary, output that results from combining or summarizing multiple individual behavioral products (the monthly reports).

Employees are rated on a scorecard each quarter, and their bonuses are determined by their percentage of tasks completed - Employees are rated on a scorecard each quarter…. - This is a clear application of OBM's core principles: measurement (rated on a scorecard) and consequence management (bonuses contingent on performance). This is an example of a Pay-for-Performance system, a common OBM intervention.

Outputs - Relationship map component - The services and products that Erik's firm delivers to its customers (the ABA companies) are the Outputs of his organization. These outputs include the "breakdown of their systems," "performance scorecards," and "leadership training."

A supervisor sets goals for their clinicians to schedule a new client intake meeting within one week of receiving a referral for services - Performance Management involves setting clear performance goals for staff and providing the antecedent support and consequence management to achieve them. Setting a specific, measurable goal for the clinicians' behavior (scheduling the meeting within a week) is a foundational step in performance management.

The supervisor uses graphed feedback on treatment integrity during each supervision session while also providing specific, vocal feedback - The supervisor gives graphed feedback.
Performance management = helping workers do better using goals, data, and feedback .
They give feedback + graphs , so that’s PM.

With help from a consultant, Irene outlines the sales process at her office and notes repetitions and disconnects within specific tasks - Irene maps out the sales process and finds problems. BSA = studying how the whole system works (steps, flow, problems).
She is looking at the whole process , not just one person.

The feedback process - How leaders monitor, get input, and make decisions . - The feedback system lets workers give opinions so managers can improve things. - That’s management.

Departments/functions and/or suppliers that provide the inputs - A Relationship Map (or Process Map) outlines the flow of materials/information. The manufacturers are the suppliers who provide the inputs (toys) to the distributor. Evaluating the frequency of orders is a measure related to that specific supplier relationship.

The CEO is looking at companies they buy from and how often they order. Those are suppliers → people who give your company the stuff it needs.

After identifying the antecedents and consequences related to Bree's public speaking, the manager implements an intervention in which feedback is provided to the employee after a presentation - This is a clear example of Performance Management (PM). The manager is identifying the variables influencing an individual employee's performance ( Bree's public speaking ) and applying a behavioral intervention ( feedback , a consequence) to modify that job behavior.

Output - In a Human Performance System, the Output is the final product, service, or result delivered by the performer. The recommendation is the deliverable or final result of Ernest's work for the client.

ASR