Example of an analysis at the organizational level

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

Analysis at the process level

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

Analysis at the job/performer level

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)

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.

Performance management

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

Organizational behavior management (OBM)

Using behavior science to improve employee performance.

Agency mission

The company’s big purpose or reason it exists.

Aggregate product

A big summary result (like monthly totals).

Behavioral product

Proof a behavior happened (like a completed form).

Competition

Other companies fighting for your customers.

Defects

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.

Departments/functions

Groups in the company that do different jobs.

Departments/functions and/or suppliers that provide the inputs

Groups or suppliers that give needed materials or info.

Environmental factors

Outside conditions that affect the company (laws, economy)

Goal

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

Feedback

Info telling you how well you did.

Input

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.

Outputs

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.

Consequence

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

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.

Feedback

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

Inventory

Having too much stuff waiting around.

Motion

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.

Overproduction

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.

Overprocessing

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.

Process

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

Processes

Many sets of steps across the company.

Resources and Suppliers

People or companies that give you what you need.

Skills

What someone knows how to do.

Transportation

Moving materials too much.

Waiting

When work stops because something isn’t ready.

Primary/core process

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

Secondary/support process

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

Management process within the organization

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

Agency mission

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

Environmental factors

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

General agency information

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

The feedback process

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

The assessment service process

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

The budgeting process

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

Providing home renovation services

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

Departments/functions and/or external customers that receive the outputs

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

1. Which of these is an example of an analysis at the process level?

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

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.

1. To reduce the number of authorizations that get rejected, service authorizations now must be reviewed by three different members of the agency’s clinical and admin staff before being sent to the funding source for approval. This is an example of which type of waste when analyzing a process?

Group of answer choices

Overproduction

Overprocessing

Inventory

Transportation

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.

1. A company’s monthly expense reports are summarized and reviewed at the end of each year. This is an example of which of the following?

Group of answer choices

Process

Aggregate product

Behavioral product

Goal

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).

1. Which of the following is an example of organizational behavior management (OBM)?

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

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.

1. Erik's firm provides OBM consultation to other companies in the local area. The bulk of his clientele includes small ABA companies that, among various services, receive a thorough breakdown of their systems and processes, performance scorecards tailored to their specific needs, and leadership training. This describes which component of a relationship map?

Group of answer choices

Inputs

Departments/functions

Departments/functions and/or suppliers that provide the inputs

Outputs

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."

1. Which of the following is an example of performance management?

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

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.

1. Which of the following is an example of performance management?

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

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.

1. Which of the following is an example of behavior systems analysis (BSA)? Group of answer choices Management implemented a pay-for-performance initiative to improve employee job satisfaction. The employees of the company were split into two groups, and the results were compared in a pre-and post-test Beth-Anne conducts a functional analysis to identify the function of a child’s hitting behavior Deja sets a goal for her sales team members to submit paperwork within one day of obtaining the customer’s signature With help from a consultant, Irene outlines the sales process at her office and notes repetitions and disconnects within specific tasks

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.

1. A home renovation company has many working parts. A critical process within the company is the assessment service in which clients request a diagnostic evaluation and a financial quote about the work they would like done to their home. Another process within the company is budgeting, which is designed to ensure that the materials purchased by the renovation contractor are high in quality but remain affordable. The management team within the company has set up a feedback process in which the hired contractors can add input related to their employment and job duties. Which part of this example is the management process within the organization?

Group of answer choices

The feedback process

The assessment service process

The budgeting process

Providing home renovation services

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.

1. The CEO of a small toy distributor creates a list of manufacturers whose toys the company sells. She also evaluates the frequency with which orders are placed for the products from each manufacturer. This describes which component of a relationship map?

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

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.

1. Which of the following is an example of performance management?

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

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.

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

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.

REVISAR CLASS MATERIAL FINALS

ASR