Unit 1 Flashcards
(42 cards)
Questions: would you Like to?…….
- Improve scheduling & billing processes
- Reduce paperwork demands on Caregivers
- Integrate new Technology
- Manage Staffing after budget reductions
- Improve staffing after budget reductions
- Improve staff selection & training
- Streamline clinical & administration processes
- Better integrate new state Mandates
- Use effective Performance appraisal tools
What is Organizational Behavior Management (OBM)?
- A subfield of ABA
- Science of Behavior analysis
- Applied to the performance of ppl
What is the Goal of OBM?
- Broad-scale performance improvement and organizational change
- To improve productivity & happiness of employees
- So org will be more effective & efficient in achieving their goals
OBM Service Providers
- Training, Goal setting, Consequence altering, Process re-design, Strategic alignment etc
- Performance improvement support (Training, Consequence delivery, Process redesign, strategic alignment)
Organizational BX Mgmt is a subfield of which of the following?
a) Business Systems Analysis
b) Applied Bx Analysis
c) Organizational Theory
d) Management Analysis
B) Applied Behavior Analysis
Sub field OBM further 2 sub = Behavioral Systems Analysis & Performance Mgmt
BSA: Definition
- BSA is an approach to organizational design & mgmt….based on the premise that org’s are complex systems. As such, changes in one aspect of performance in an org necessarily affects performance in another parts of an org” (Brethower, 1997)
- Integration of method & principles of systems analysis + bx analysis
BSA Involves……
- Recognizing an Org as an adaptive system
- Understanding tht a change in 1 part of a system affects other parts of system
- Viewing an org as cross-functional with various levels
- Ensuring there is a comprehensive performance mgmt & measurement system in place to adapt to changes at all levels
PM
“Systematic, data-oriented approach to managing people at work that relies on positive reinforcement as a major way to maximizing performance”
Performance Management Involves…….
- Identifying & manipulating the antecedents & consequences directly associated with targeted bxs
- Interventions such as setting goals, providing feedback & reinforcement, employing the use of job aids etc.
BSA and PM
- BSA, like PM, involves performer level changes, BUT…..
- Focus is on the framework @ higher levels to create a supportive system for desired bxs
- BSA interventions are likely to involve process changes, resource allocation changes, strategy development & alignment, etc.
BSA and PM should be used in conjunction for lasting changes
- It’s imp to use BSA to identify right performance to manage
- It’s imp to use PM to ensure bx changes endure
E.g. of BSA Without PM
- You conduct an analysis of the billing process & find areas that need improvement. You’ve redesigned the process, documented roles & responsibilities & designed tools & training for roles involved in the new process. But, managers aren’t allocating time to support the newly trained individuals & process with goals, feedback and consequences
- ppl are not being managed in context of New Framework
E.g. of PM Without BSA
There has been significant turnover in the Tutor role in the past 6 months. You decide to focus on what additional training & feedback they need to better do their job to increase their satisfaction, but to no avail
-Failure to look at the Job Enrichment, processes, organizational issues etc. resulted in failure to identity significant problems in the scheduling process, which was leading to significant frustration for the tutors
Which of the following is true?
a) BSA is a subfield of OBM
b) OBM is a subfield of BSA
c) OBM is a subfield of PM
d) BSA is a subfield of PM
a) BSA is a subfield of OBM
Which of the following is true?
a) BSA should be separate from PM
b) BSA and PM should work in conjunction
b) BSA and PM should work in conjunction
Brief Review
- Organizational Bx Mgmt (OBM) is a Subfield of ABA
- 2 general approaches to OBM
- Behavioral Systems Analysis (BSA)
- Performance Management (PM)
- BSA & PM should be used together to achieve sustainable results
What Managers Don’t Understand
- Most don’t understand how their business get products developed, made, sold & distributed
- Typically have some rough idea, but rarely understand it at the level of detail that they should
- They know that work gets done, but not how specifically
What can we see in a traditional (organizational chart) view of organizations?
a) Products and Services
b) Workflow
c) Reporting structure
d) Customers
c) Reporting structure
Functional Optimization
- Function = Department/area
- Functions can optimize
- Optimize: Reach max output
- Particular dept/function just gets better & better
- Functional optimization: A particular dept or function reaches its max output or performance
Problem with Functional Optimization
- Functional optimization often contributes to the sub-optimization of the org as a whole
- Improving performance in one area of the org causes probs for another area
- Frequently occurs on org with silo cultures (managed vertically)
Need to Take a Systems View
- No departments are independent of each other
- Shouldn’t focus on just one aspect of the business without considering the effect on the rest of the company
- Think horizontally, Not vertically
When one function optimizes, what often happens?
a) The company makes more money
b) It hurts the ability of another department or function to do well
c) Other departments or functions are motivated to do better
d) Nothing happens because it os only one function out of many
b) It hurts the ability of another department or function to do well
Greatest Opportunities for Performance Improvement
- Functional Interfaces: Points of connection btw departments
- This is Where the “baton” gets passed from one department to another
- These connections are not given enough attention in most business
- Authors believe that these functional interfaces present the greatest opportunities for performance improvement
Performer Vs. System,
- Functional interfaces should not be ignored
- Processes should not be ignored
- Organizational variables should not be ignored
- If the system is bad, then there is little your individual performer can do
- “If you pit a good performer against a bad system, the system will win almost every time”
