front 1 Example of an analysis at the organizational level | back 1 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 |
front 2 Analysis at the process level | back 2 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 |
front 3 Analysis at the job/performer level | back 3 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 |
front 4 Behavior systems analysis (BSA) | back 4 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. |
front 5 Performance management | back 5 Using signs, prompts, feedback, or checklists to help workers do tasks correctly. improving employee behavior using goals, feedback, reinforcement, and consequences. |
front 6 Organizational behavior management (OBM) | back 6 Using behavior science to improve employee performance. |
front 7 Agency mission | back 7 The company’s big purpose or reason it exists. |
front 8 Aggregate product | back 8 A big summary result (like monthly totals). |
front 9 Behavioral product | back 9 Proof a behavior happened (like a completed form). |
front 10 Competition | back 10 Other companies fighting for your customers. |
front 11 Defects | back 11 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. |
front 12 Departments/functions | back 12 Groups in the company that do different jobs. |
front 13 Departments/functions and/or suppliers that provide the inputs | back 13 Groups or suppliers that give needed materials or info. |
front 14 Environmental factors | back 14 Outside conditions that affect the company (laws, economy) |
front 15 Goal | back 15 One thing you want to achieve. Strategic measurable outcomes the organization strives to achieve |
front 16 Feedback | back 16 Info telling you how well you did. |
front 17 Input | back 17 Resources needed to complete tasks In a Human Performance System,
inputs are the things that go into a process
before work can begin.
EX:
That information is an input to the service-planning process. |
front 18 Outputs | back 18 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. |
front 19 Consequence | back 19 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. |
front 20 Performers | back 20 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 — |
front 21 Feedback | back 21 That is feedback — giving information back to the person about their performance. It helps them know if they’re on the right track. |
front 22 Inventory | back 22 Having too much stuff waiting around. |
front 23 Motion | back 23 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. |
front 24 Overproduction | back 24 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. |
front 25 Overprocessing | back 25 Doing extra unnecessary steps. Type of waste. Overprocessing
= hacer más pasos de los necesarios Es hacer trabajo extra, pero no crear extra producto. |
front 26 Process | back 26 One set of steps to get something done. A series of tasks that convert inputs into outputs |
front 27 Processes | back 27 Many sets of steps across the company. |
front 28 Resources and Suppliers | back 28 People or companies that give you what you need. |
front 29 Skills | back 29 What someone knows how to do. |
front 30 Transportation | back 30 Moving materials too much. |
front 31 Waiting | back 31 When work stops because something isn’t ready. |
front 32 Primary/core process | back 32 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 |
front 33 Secondary/support process | back 33 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 |
front 34 Management process within the organization | back 34 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 |
front 35 Agency mission | back 35 The company’s big goal or reason it exists. Example: “Provide quality instruments to customers” |
front 36 Environmental factors | back 36 Outside things that affect the company, like suppliers, laws, or competitors |
front 37 General agency information | back 37 Basic info about the company: size, location, number of employees, etc |
front 38 The feedback process | back 38 How managers guide, monitor, and improve employee work → Management Process |
front 39 The assessment service process | back 39 Core activity that directly produces the service → Primary/Core Process |
front 40 The budgeting process | back 40 Helps core activities run smoothly but doesn’t produce the main product → Secondary/Support Process |
front 41 Providing home renovation services | back 41 Core activity delivering the company’s main product/service → Primary/Core Process |
front 42 Departments/functions and/or external customers that receive the outputs | back 42 Shows who gets the company’s products or services → Relationship Map Component |
front 43
Group of answer choices Ryan evaluates the quality of his team’s reports using metrics like number of references cited and completeness of each section The CEO of an electronics repair company is evaluating how well the company serves its customers Fernando developed a survey to assess supervisors' understanding of identifying poor, average, and above-average performance Alice observes a supervisor providing and documenting individual feedback to one of their supervisees | back 43 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. |
front 44
Group of answer choices Overproduction Overprocessing Inventory Transportation | back 44 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. |
front 45
Group of answer choices Process Aggregate product Behavioral product Goal | back 45 Aggregate product - Monthly expense reports reviewed yearly
|
front 46
Group of answer choices Donald applies statistical analysis to the pre- and post-test results used to determine the effectiveness of the company-wide intervention to improve safety behaviors Employees are rated on a scorecard each quarter, and their bonuses are determined by their percentage of tasks completed A researcher is working with pigeons to determine the most efficient progressive ratio schedule when trying to determine a breakpoint Tillian decides to implement functional communication training in the treatment plan of a young client after reviewing results of the assessment | back 46 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. |
front 47
Group of answer choices Inputs Departments/functions Departments/functions and/or suppliers that provide the inputs Outputs | back 47 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." |
front 48
Group of answer choices A BCBA conducts a language assessment on a new client and determines relevant targets based on the results A supervisor sets goals for their clinicians to schedule a new client intake meeting within one week of receiving a referral for services A company that specializes in making custom surfboards hires Prince to assess and improve various processes across and within departments Bri evaluated the results of a pay for performance initiative for two groups of employees using statistics and comparing the results of both groups | back 48 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. |
front 49
Group of answer choices The supervisor uses graphed feedback on treatment integrity during each supervision session while also providing specific, vocal feedback The BCBA uses a forward chaining procedure to teach the client to tie her shoes Dawson is hired to evaluate the production process of going from a finished brewed beer to the product being ready in boxes for shipping due to increasing waste and production costs Management is evaluating the impact of a process redesign initiative that was implemented after statistically analyzing the results of employee surveys completed by group A and group B | back 49 The supervisor uses graphed feedback on treatment integrity during
each supervision session while also providing specific, vocal feedback
- The supervisor gives graphed feedback.
|
front 50
| back 50 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).
|
front 51
Group of answer choices The feedback process The assessment service process The budgeting process Providing home renovation services | back 51 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. |
front 52
Group of answer choices Departments/functions and/or external customers that receive the outputs Departments/functions Departments/functions and/or suppliers that provide the inputs Outputs | back 52 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. |
front 53
Group of answer choices 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 To understand what may be delaying student progress, Austin distributes a survey to each of the staff members of the preschool to determine how engaged they are during work time During a session, the BCBA is teaching a client to tact internal private responses and antecedent conditions that precede the events The clinical director at an agency evaluates the processes involved when a referral for client services is received to decrease the latency between receiving a referral and opening a case | back 53 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. |
front 54 Ernest submits a recommendation to his client based on the issues they encounter. This is an example of which component of a human performance system? Group of answer choices Consequence Output Feedback Input | back 54 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. |
front 55 REVISAR CLASS MATERIAL FINALS | back 55 ASR |