BEHP 5020D Behavioral Systems Analysis Flashcards
(138 cards)
1
Q
OBM is a subfield of ______
A
ABA
2
Q
BSA views organizations as _________ systems
A
adaptive
3
Q
List the 3 levels of organizational analysis:
A
- organizational
- process
- performer
4
Q
List 3 performance needs addressed in BSA:
A
- goals
- design
- management
5
Q
When particular department or function reaches its maximum output or performance
A
functional optimization
6
Q
Points of connection between departments
A
functional interfaces
7
Q
__________ ___________ present the greatest opportunity for performance improvements
A
Functional interfaces
8
Q
This level of organizational analysis focuses on the relationship between the organization and its customers
A
organizational level
9
Q
This level of organizational analysis focuses on relationships between departments and how work gets done
A
process level
10
Q
This level of organizational analysis focuses on how each individual operates within each process and function
A
performer level
11
Q
This performance variable addresses where the organization is going and the standards for success
A
goals
12
Q
This performance variable considers the components that make up each level and whether they are structured to support goal achievement
A
design
13
Q
This performance variable considers how to plan, measure, and monitor successful performance
A
management
14
Q
An Organizational _________ _________ provides a picture of the organization as it currently exists
A
Systems Map
15
Q
The purpose of the Organizational Systems Map is to _______ and _______ the customer-supplier relationships between the organization and the environment in which it operates
A
depict, analyze
16
Q
List the 7 components of the Organizational Systems Map:
- general ________ information
- products/services and __________
- product/service _________
- agency ________
- resources and _________
- ___________ factors
- ______________
A
- general agency information
- products/services and consumers
- product/service measures
- agency mission
- resources and suppliers
- environmental factors
- competition
17
Q
The purpose of every ________ within an organization is to serve one or more internal or external __________
A
function, customers
18
Q
_______ can be measured by how well a function meets the needs of its customers
A
Success
19
Q
Depicts and analyzes the customer-supplier relationships among the functions that make up the organization
A
Relationship Map
20
Q
The relationship map enables analysis of how well the needs of the __________, __________, and ________ are being met and how inputs and outputs are __________
A
suppliers, customers, and function
measured
21
Q
List the 4 types of organizational management:
- g______ management
- p_________ management
- r_________ management
- i_________ management
A
- goal management
- performance management
- resource management
- interface management
22
Q
Functional sub-goals must support _________ goals
A
organizational
23
Q
Functional sub-goals must not hinder __________ of other functions
A
performance
24
Q
Functional sub-goals should be developed around both _______ and _______
A
inputs and outputs
25
Functional sub-goals should be designed with _______ and ________ (internal and external) in mind
suppliers and customers
26
Manages the "white space" where the output of one function is the input of another function
interface management
27
Interface management processes should be guided by ______ __________ ________
cross-functional teams
28
Each level of performance requires _____, ______ and ________
goals, design, and management
29
At the organizational level, goals are derived from the ______ and _______
mission and strategy
30
Functional interfaces should satisfy the needs of the ______, _______, and _______
supplier, function, and customer
31
The Organizational System Map is a useful tool for __________ analysis and goal setting
organizational
32
The Relationship Map is a useful tool for _____ ________ analysis and goal-setting
cross-functional
33
List 2 prerequisites to strategy development:
- ________ development or refinement
- ________ analysis
- mission development or refinement
| - competitive analysis
34
The Mission Statement should:
- specify what ________ and ________ are delivered by the organization
- specify the _______ received by consumers
- make progress toward the mission ________
- succinctly describe why the organization ________
- products and services
- value
- measurable
- exists
35
A competitive analysis considers how the organization compares to its competitors in the key areas of:
- c_________
- r________
- o________
- customers
- resources
- operations
36
An organizational ________ defines where you are going as an organization
strategy
37
The organizational strategy is derived from the ______ and results of a __________ _________
mission, competitive analysis
38
An organizational strategy involves setting clear performance __________ and designing and implementing a ______ for meeting them
expectations, plan
39
Organizational goals focus on a time frame of ______ years, while strategies typically look ______ years into the future
0-2, 3-5
40
During strategy development, focus on:
- products and ________
- customers and _________
- competitive ___________
- market _________
- products and services (what do we provide?)
- customers and markets (for whom?)
- competitive advantages (why us?)
- market priorities (what will we emphasize?)
41
Strategies fail because of poor ___________
implementation
42
Design the organization, function, process, and job structures to support the achievement of _______ _______
strategic goals
43
Strategy involves 2 stages - ___________ and _________
development and implementation
44
Strategy implementation involves designing and implementing the _______ and ______ required to reach strategic goals
structures and systems
45
The sequence of steps designed to produce a product or service
process
46
A process that involves more than one department
cross-functional process
47
List 3 types of processes:
- primary / _____ processes
- secondary / _______ processes
- m_________ processes
- primary/core
- secondary/support
- management
48
Each process exists to make a contribution to one or more ________ ________
organization goals
49
Process goals are derived from:
- ___________ goals
- ___________ requirements
- ___________ information
- organization goals
- customers' requirements
- benchmarking information
50
Processes can be thought of as ______ chains
value
51
In addition to value added, each process step should also be assessed in terms of ______
cost
52
_______ ________ shows the way work gets done
Process mapping
53
Process maps are effective tools for showing how work ________ gets done and how it _______ get done
currently, should
54
List the 4 phases of a process improvement project:
- Phase 0: ________ _________ planning
- Phase 1: project _________
- Phase 2: process ________ and ________
- Phase 3: ___________
- Phase 4: ___________
- Phase 0: performance improvement planning
- Phase 1: project definition
- Phase 2: process analysis and design
- Phase 3: implement
- Phase 4: manage
55
Before you begin redesigning processes, you need to establish organizational _______
context
| ensure you are investing in efforts that impact the issues that are most critical for organizational success
56
List 5 steps in Phase 0 (planning) of a process improvement project:
- clarify _________
- develop an ________ of primary, support, and management processes
- identify ________ _________ ________
- determine which processes have the greatest _______
- develop a process _________ and _________ plan
- clarify strategy
- develop an inventory of processes
- identify Critical Business Issues (CBIs)
- determine greatest impact
- develop a process improvement and management plan
57
List 3 steps in Phase 1 (definition) of a process improvement project:
- identify _______ _______ _______
- create _______
- set __________
- Critical Process Issue (CPI)
- create teams
- set parameters
58
During Phase 1 of a process improvement process, 3 teams are created:
- ________ team
- ________ team
- ___________
- steering team
- design team
- facilitators
59
The _________ Team provides direction, oversight, and approvals, and is made up of leaders from parts of the organization involved in the process
Steering
60
The ________ Team is made up of individuals who work within process across functional areas or are affected by the current or should process
Design
61
____________ are individuals from outside the process who guide other teams and document output
Facilitators
62
List 6 parameters to be considered in Phase 1:
- project _______
- process _______
- process _______
- project __________ and _________
- project ____________
- team ______ ___________
- project goals (goals and measures for phases and sub phases of process as well as final output)
- process scope (start and end)
- process context (other processes affected)
- project assumptions and constraints (what is assumed true / any solutions off limits)
- project timeline (start/end dates and milestones)
- team time commitments
63
List 3 steps in Phase 2 (analysis/design) of a process improvement project:
- document _____ process
- analyze ______ ________
- brainstorm _______ process
- document "is" process
- analyze root causes
- brainstorm "should" process
64
During Phase 2, the _______ _____ documents the "is" process, guided by the __________
design team, facilitator
65
The "is" process identifies __________
disconnects
66
While brainstorming the "should" process, follow these steps:
1. must _______
2. must ______ ________
3. must ______
4. must _____ _____ ____
1. must include
2. must not include
3. must keep
4. must get rid of
67
List 4 steps in Phase 3 (implementation) of a process improvement project:
- prepare for _________
- ______ for the new process
- prepare _________ for new requirements
- __________
- prepare for resistance
- train for the new process
- prepare managers for new requirements
- implement
68
List 11 steps in Phase 4 (management) of a process improvement project:
- understand the _____, _____ and _____
- _______ the process improvement and management plan
- provide communication, _______, resources, skills, _______ and feedback
- keep ______ ______ updated
- establish ______-driven measures linked to ______ measures
- assign a ______ _______ and a permanent process team
- develop an annual _______ _______
- develop mechanisms for _________ _________
- develop __________ for solving process problems
- m________
- i__________ improvement and management across processes
- understand the what, why, and how (4 phases)
- develop (Phase 0)
- measures, rewards
- keep process map updated
- customer-driven, organization
- process owner
- business plan
- ongoing monitoring
- procedures
- measure
- institutionalize
69
Management of the process is the responsibility of the _________ level
executive
70
The annual business plan should include the following for each core process:
- expected ________
- o_________
- b________
- nonfinancial ________ requirements
- expected results
- objectives
- budget
- nonfinancial resource requirements
71
Monitors process performance and periodically reports on process performance to senior management
process owner
72
List responsibilities of the process owner:
- _______ process performance and report to senior management
- ________ the cross-functional process management team
- ________ resolution of interface problems between functions of the process
- ________ the process
- ________ the process
- monitor
- chair
- facilitate
- champion
- evaluate
73
List 5 components of the Human Performance System (HPS):
- I_______
- P________
- O________
- C_________
- F________
- inputs
- performers
- outputs
- consequences
- feedback
74
The quality of ______ is a function of the quality of inputs, performers, consequences, and feedback.
outputs
75
Job goals should be derived from ______ goals and ______ goals
function, process
76
Function goals should be derived from _____ goals and ______ goals
process, organization
77
Process goals should be derived from ______ goals and _______ requirements
organization, customer
78
Jobs should be designed to enable _____ _________
goal achievement
79
List 6 considerations of job management:
- performance ____________ (outputs)
- task _________ (inputs)
- c___________
- f__________
- skills / __________
- individual _________
- performance specifications
- task supports
- consequences
- feedback
- skills / knowledge
- individual capacity
80
Name 2 approaches to performance improvement:
- _______ approach
- _______ approach
- vacuum approach
| - systems approach
81
Which approach to performance improvement? In order to get desired outputs, you just need to provide the appropriate inputs (training). Once performers know how to perform, they will perform well forever.
vacuum approach
82
Which approach to performance improvement? Human performance is a function of the three levels (performer, process, organization)
systems approach
83
_________ is one of the most overused interventions in the workplace
training
84
Can't do problems require __________ interventions; won't do problems require __________ interventions
antecedent, consequence
85
Training, career development (education), succession planning, and performance appraisal development are functions of ________ _________ ___________
Human Resource Development
86
The ideal response to requests for training is ____ _____
top down (starting with the CBI)
87
List 5 steps for proactive HRD planning:
- identify major _______
- develop an HRD _____ with the client contact
- consolidate into an ________ _______
- review progress with the client every ____ ______
- review and update plan _______
- identify major clients
- plan
- overall plan
- six months
- annually
88
List the 5 levels of training evaluation:
1. R_______
2. L_______
3. B_______
4. R_______
5. ______
1. Reaction - did the learner like the training?
2. Learning - did skills / knowledge improve?
3. Behavior - did training transfer?
4. Results - process/organizational results?
5. ROI - cost/benefit analysis
89
A traditional approach to organizational design focuses on the ________ structure, while a systems-based approach starts with the __________ structure
vertical (reporting), horizontal (cross-functional processes)
90
At the organizational level, the design process defines the input-output relationships between _______ and _________ and _________ using the ___________ _________ Map, as well as relationships between ________ using the _________ Map
functions, suppliers, customers
Organizational Systems Map
functions, Relationship Map
91
At the process level, the design process defines the ______ required to convert inputs to outputs, identifies the ________ involved in each process, and identifies cross-functional _________ that will need to be managed
steps, functions, interfaces
92
At the performer level, the design process defines individual/team __________, which process each contributes to, and the __________ in which work occurs
responsibilities, environment
93
List the 9 steps in the organizational design process:
- establish a clear ________
- document and analyze "is" state ________ _______
- document and analyze "is" state _________
- design and develop "should" state _________
- design the ___________ __________
- develop _________ _________ for each department
- develop _______ _________
- structure ________ ________ ________ for each job
- establish ___________ processes
- establish clear strategy
- document/analyze "is" organizational system
- document/analyze "is" processes
- develop "should" processes
- design organizational chart
- develop function models
- develop job models
- structure Human Performance System
- establish management processes
94
Which step of the organizational design process?
- identify product and service measures
- identify customer measures
- competitive analysis
- market analysis
Step 1 - Establish a clear strategy
95
Which step of the organizational design process?
- define the input-output relationships that currently exist between functions (Relationship Map)
- define the input-output relationships that currently exist between functions and suppliers and functions and customers (Organizational System Map)
Step 2 - Document and analyze "Is" state organizational system
96
Which step of the organizational design process?
- describe current flow of core, support, and management processes that impact strategy
- identify disconnects
- determine actions to take to eliminate disconnects and prioritize
Step 3 - Document and analyze "Is" state processes
97
Which step of the organizational design process?
- define what the processes will look like once disconnects are eliminated
- define measures and set goals
Step 4 - Design and develop "Should" state processes
98
Which step of the organizational design process?
- define which functions will be involved
- determine whether any departments/functions need to be added, altered, or eliminated
- define individuals or team responsible for managing “should” processes
Step 5 - Design the organizational chart
99
Which step of the organizational design process?
- define the function’s role in the organization
- ensure function outputs don’t overlap
- ensure process outputs and measures are reflected in function responsibilities (align measures)
- use as foundation for job models
Step 6 - Develop function models for each dept in terms of outputs and goals
100
Which step of the organizational design process?
- define outputs and goals/measures
- define tasks that produce outputs and goals/measures for tasks
- determine resources required to successfully engage in tasks/produce outputs
- determine KSAs required to perform tasks
Step 7 - Develop job models for each job
101
Which step of the organizational design process?
| - determine antecedents and consequences – goals, tools, training, feedback, etc
Step 8 - Structure Human Performance System for each job
102
Which step of the organizational design process?
- setting expectations and goals
- allocating resources
- delivering feedback, reinforcement and rewards
Step 9 - Establish management processes
103
The goal of organizational design is to ensure white space _______ _________ is effectively monitored and managed
between functions
104
Criteria to consider during organizational design:
- supports maximum product/service ________
- supports maximum _________
- supports maximum responsiveness to _______ _______
quality, efficiency, customer needs
105
Organization goals should be linked to _______ _________ and/or gaps outlined in the strategy
competitive advantages
106
```
List the 5 phases of a three level approach to diagnosis and improvement:
Phase 1 - Project _________ and Plan
Phase 2 - __________ Improvement
Phase 3 - __________ Improvement
Phase 4 - __________ Improvement
Phase 5 - I___________
```
```
Phase 1 - Project Definition and Plan
Phase 2 - Organization Improvement
Phase 3 - Process Improvement
Phase 4 - Job Improvement
Phase 5 - Implementation
```
107
Effective management requires:
- _______ ________ that ensure we are meeting our customer's needs
- a total ___________ system
- a __________ __________ process that converts the data into intelligent action
- sound measures
- measurement
- performance management
108
List the steps to developing sound measures:
- identify the most significant _______ of the organization, process, or job
- identify the critical _________ categories and dimensions of _________ for each output
• Develop measures for each ________ _______
• Develop goals, or _______, for each of those measures
- outputs
- measurement, performance
- critical dimension
- standards
109
List 4 measurement categories:
- Q_________
- Q_________
- T_________
- C_________
- quality
- quantity
- timeliness
- cost
110
List 3 quality measurements:
- a_________
- c________
- n________
- accuracy (conformity to true value/standard)
- class (comparative superiority)
- novelty (new or unusual combination or variation)
111
List 2 quantity measurements:
- f_________
- r_________
- frequency
| - rate
112
List 3 cost measurements:
- l________
- m_______
- m_________
- labor
- materials
- management
113
A comprehensive measurement system:
- allows _________ of performance at all 3 levels and __________
- allows all performers to see and measure their impact on the critical ________ ________
- monitoring, troubleshooting
| - organization outputs
114
Describe the 2 stages of building a measurement system:
- Stage 1 - Establish _______ ________from organization output to process output to performer output
- Stage 2 – Overlay _______ _________ on the outputs, following the “sound measures” sequence
- output linkage
| - relevant measures
115
Determine organization level goals:
- based on documented __________ of external customer and strategic goals
- that are universally _________ within the organization
- that reflect organization-wide performance to which all sub-systems should ________
- requirement
- understood
- contribute
116
Develop a job model for each job that identifies job _______, _______, and ______
outputs, measures, and goals
117
Ensure job holders are able to _________ performance, diagnose _______ performance, and take ________ action
self-monitor, subpar, corrective
118
A regularly interacting and interdependent group of items forming a unified whole
system
119
```
List critical features of a system:
o multiple ______
o interdependent group of ________
o form a ______ whole
o serve a common _______
o a_______
```
- multiple parts
- interdependent group of members
- form a unified whole
- serve a common purpose
- adaptive
120
A systems analysis is useful when:
- looking for the ______ _______ of identified performance issues
- preparing for _______
- root causes
| - change
121
List 3 main ways of gathering information during a systems assessment
observation, interviews, inspection of outputs
122
When conducting observations at the organization level, attend ________ ______ and project team planning meetings
steering team
123
When conducting observations at the process level, observe process _________ as well as process ________ and ___________
execution, design, improvement
124
When conducting observations at the performer level, observe performance __________ and __________
management and measurement
125
At the organization level, conduct interviews with _______ ________
decision makers
126
At the process level, conduct interviews with process ________ and _________
managers and performers
127
At the performer level, conduct interviews with __________ ___________ and _________ performers
performance managers, individual performers
128
When inspecting outputs at the organization level, arrange to see the mission and ________, ________ plans, and _________ plans
mission and vision
business plan
strategic plans
129
When inspecting outputs at the process level, arrange to see process ________ and ________, as well as process ________ and ________ _______
milestones and outputs
| process maps and support tools
130
When inspecting outputs at the performer level, arrange to see _____ _______, performance __________ ________ and performance __________ ________
job descriptions
performance management tools
performance measurement tools
131
Describe two categories of assessment results:
- _________ performance influences
- _________ performance influences
- supportive
| - undermining
132
The goal of data analysis is to find the ______ ______ of reported performance barriers and to develop a ________ that explains why they are occurring
root causes, hypothesis
133
List 5 guidelines for identifying root causes:
- look for ________ between events over time
- trace currently reported ________ back through time
- look at the _______ of _________ between processes, departments and performers
- look for common _______
- build a __________ _______
- look for connections
- trace current issues
- look at the points of connection
- look for common themes
- build a relationship map
134
Hypotheses require __________ to support them
evidence (raw data from your assessment)
135
o The variables in the organization that if changed would make the biggest impact throughout the organization
points of leverage
136
Excessive overtime, duplication of activities, high turnover, or safety violations are examples of _______ level signals
process
137
Low morale, employee complaints, lack of delegation or manager burnout are examples of _________ level signals
performer
138
List 8 steps for addressing performance barriers:
1. Identify and review the ______ with the client
2. Use assessment data to identify _____ ______ of perceived performance barriers
3. Identify what ________ will look like
4. Identify _________ ________ in the system
5. Agree on _______ for making system changes
6. Design and implement the ______________
7. Monitor progress against your _________ _______
8. _______ and change as needed
1. CBI
2. root causes
3. success
4. leverage points
5. plans
6. recommendations
7. expected results
8. adjust
