Behioral Strategy Flashcards
What is the value of PM to organizations?
- PM is practical AND it works
- PM produced short-term as well as long-term results
- PM requires no formal psychological training
- PM is a system for maximizing all kinds of performance
- PM creates an enjoyable workplace
- PM can be used to enhance relationships at work, at home and in the community
- PM is an open system
- PM relies on positive reinforcement, it does not have any secret improvement plan, so it’s open to everyone.
Demmings four M’s
1 Materials: tools, resources and training to address customers needs, or things that are provided to do the job right. When this varies it negatively affects output.
2 Machinery consistent use of work tools (telephone or computer)
3 Methods because equipment and tools are often the same, their competitive advantages come from the different methods they are using.
4 Manpower true excellence comes from manpower, driving out fear to improve quality.
What behavior is not?
- Generalities are not behavior. (Professionalism, creativity)
- Attitudes are not behavior (Conscious)
- States are not behavior (wearing safety glasses)
- Values are not behaviors (Honesty)
Characteristics of pinpoints
1) Pinpoints are Measurable, Observable and Reliable
2) Pinpoints are not interpretations, beliefs, attitudes, opinions, subjective or abstract.
3) Be descriptive 🡪 It is important to be descriptive rather than interpretive.
4) Pinpoints must be under the performer’s control
Result pinpoints are…
- The direction of change; Direction is to reduce, maintain or increase something.
- The units of measure; Unit of measurement you will use (dollars, pounds, number etc).
- The pinpoint itself
Behaviour pinpoints are..
- Action; Physical movement (verb stated in an active form).
- Object; Each behaviour has an object of the actions or a thing being acted upon.
- Condition; when to do the behaviour.
- Criterion; when to stop the behaviour
….. test to evaluate the mission
Accomplishment: it is a result, not a behavior.
Control: The performer has the predominant influence over the accomplishment; they have authority over their job.
Overall Objective: The accomplishment that represents the major reason for the job’s existence.
Reconcilable: The accomplishment must have minimal conflict with the requirements of other jobs.
Numbers: It must be possible to generate practical, cost effective data to measure the accomplishment.
When should behavior be the focus of reinforcement?
- When current performance is a long way from final result (goal).
- When the link between the behavior and the result it produces is not obvious.
- When the result is long delayed
- When the relevant behaviors are socially sensitive.
- When poor results are due to causes beyond the performer’s control
When should results be the focus of reinforcement?
- Performers are skilled in the behavior
- Behaviors and results are obviously related
- Results are improving
Why measure?
- Progress requires measurement
- Feedback and reinforcement require measurement
- Measurement increases credibility.
- Measurement reduces emotionalism and increases constructive problem solving
Barriers to measurement
1) ‘’Some jobs can’t be measured’’
2) ‘’Measurement is hard work’’
3) ‘’Measurement just signals punishment’’
4) ‘’There isn’t enough time to measure’’
Four measurement categories
1) Quality
2) Quantity (this category is mostly used).
3) Timeliness
4) Costs
Measurements of Quality?
- Accuracy
- Class
- Novelty
Measurement methods
1: Counting
2: Judgement
Measurement tools
1) Checklists 🡪 A behaviour checklist permits more frequent reinforcement and therefore accelerate
2) Weighted checklist 🡪 one in which some items on the list earn more point than others.
3) Point systems
4) Performance matrix
