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SAFMEDS 2020 > BEHP 5020D Behavioral Systems Analysis > Flashcards

BEHP 5020D Behavioral Systems Analysis Flashcards

1
Q

OBM is a subfield of ______

A

ABA

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2
Q

BSA views organizations as _________ systems

A

adaptive

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3
Q

List the 3 levels of organizational analysis:

A
  • organizational
  • process
  • performer
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4
Q

List 3 performance needs addressed in BSA:

A
  • goals
  • design
  • management
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5
Q

When particular department or function reaches its maximum output or performance

A

functional optimization

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6
Q

Points of connection between departments

A

functional interfaces

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7
Q

__________ ___________ present the greatest opportunity for performance improvements

A

Functional interfaces

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8
Q

This level of organizational analysis focuses on the relationship between the organization and its customers

A

organizational level

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9
Q

This level of organizational analysis focuses on relationships between departments and how work gets done

A

process level

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10
Q

This level of organizational analysis focuses on how each individual operates within each process and function

A

performer level

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11
Q

This performance variable addresses where the organization is going and the standards for success

A

goals

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12
Q

This performance variable considers the components that make up each level and whether they are structured to support goal achievement

A

design

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13
Q

This performance variable considers how to plan, measure, and monitor successful performance

A

management

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14
Q

An Organizational _________ _________ provides a picture of the organization as it currently exists

A

Systems Map

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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

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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
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17
Q

The purpose of every ________ within an organization is to serve one or more internal or external __________

A

function, customers

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18
Q

_______ can be measured by how well a function meets the needs of its customers

A

Success

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19
Q

Depicts and analyzes the customer-supplier relationships among the functions that make up the organization

A

Relationship Map

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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

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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
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22
Q

Functional sub-goals must support _________ goals

A

organizational

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23
Q

Functional sub-goals must not hinder __________ of other functions

A

performance

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24
Q

Functional sub-goals should be developed around both _______ and _______

A

inputs and outputs

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25
Q

Functional sub-goals should be designed with _______ and ________ (internal and external) in mind

A

suppliers and customers

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26
Q

Manages the “white space” where the output of one function is the input of another function

A

interface management

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27
Q

Interface management processes should be guided by ______ __________ ________

A

cross-functional teams

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28
Q

Each level of performance requires _____, ______ and ________

A

goals, design, and management

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29
Q

At the organizational level, goals are derived from the ______ and _______

A

mission and strategy

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30
Q

Functional interfaces should satisfy the needs of the ______, _______, and _______

A

supplier, function, and customer

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31
Q

The Organizational System Map is a useful tool for __________ analysis and goal setting

A

organizational

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32
Q

The Relationship Map is a useful tool for _____ ________ analysis and goal-setting

A

cross-functional

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33
Q

List 2 prerequisites to strategy development:

  • ________ development or refinement
  • ________ analysis
A
  • mission development or refinement

- competitive analysis

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34
Q

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 ________
A
  • products and services
  • value
  • measurable
  • exists
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35
Q

A competitive analysis considers how the organization compares to its competitors in the key areas of:

  • c_________
  • r________
  • o________
A
  • customers
  • resources
  • operations
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36
Q

An organizational ________ defines where you are going as an organization

A

strategy

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37
Q

The organizational strategy is derived from the ______ and results of a __________ _________

A

mission, competitive analysis

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38
Q

An organizational strategy involves setting clear performance __________ and designing and implementing a ______ for meeting them

A

expectations, plan

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39
Q

Organizational goals focus on a time frame of ______ years, while strategies typically look ______ years into the future

A

0-2, 3-5

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40
Q

During strategy development, focus on:

  • products and ________
  • customers and _________
  • competitive ___________
  • market _________
A
  • products and services (what do we provide?)
  • customers and markets (for whom?)
  • competitive advantages (why us?)
  • market priorities (what will we emphasize?)
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41
Q

Strategies fail because of poor ___________

A

implementation

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42
Q

Design the organization, function, process, and job structures to support the achievement of _______ _______

A

strategic goals

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43
Q

Strategy involves 2 stages - ___________ and _________

A

development and implementation

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44
Q

Strategy implementation involves designing and implementing the _______ and ______ required to reach strategic goals

A

structures and systems

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45
Q

The sequence of steps designed to produce a product or service

A

process

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46
Q

A process that involves more than one department

A

cross-functional process

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47
Q

List 3 types of processes:

  • primary / _____ processes
  • secondary / _______ processes
  • m_________ processes
A
  • primary/core
  • secondary/support
  • management
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48
Q

Each process exists to make a contribution to one or more ________ ________

A

organization goals

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49
Q

Process goals are derived from:

  • ___________ goals
  • ___________ requirements
  • ___________ information
A
  • organization goals
  • customers’ requirements
  • benchmarking information
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50
Q

Processes can be thought of as ______ chains

A

value

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51
Q

In addition to value added, each process step should also be assessed in terms of ______

A

cost

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52
Q

_______ ________ shows the way work gets done

A

Process mapping

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53
Q

Process maps are effective tools for showing how work ________ gets done and how it _______ get done

A

currently, should

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54
Q

List the 4 phases of a process improvement project:

  • Phase 0: ________ _________ planning
  • Phase 1: project _________
  • Phase 2: process ________ and ________
  • Phase 3: ___________
  • Phase 4: ___________
A
  • Phase 0: performance improvement planning
  • Phase 1: project definition
  • Phase 2: process analysis and design
  • Phase 3: implement
  • Phase 4: manage
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55
Q

Before you begin redesigning processes, you need to establish organizational _______

A

context

ensure you are investing in efforts that impact the issues that are most critical for organizational success

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56
Q

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
A
  • clarify strategy
  • develop an inventory of processes
  • identify Critical Business Issues (CBIs)
  • determine greatest impact
  • develop a process improvement and management plan
57
Q

List 3 steps in Phase 1 (definition) of a process improvement project:

  • identify _______ _______ _______
  • create _______
  • set __________
A
  • Critical Process Issue (CPI)
  • create teams
  • set parameters
58
Q

During Phase 1 of a process improvement process, 3 teams are created:

  • ________ team
  • ________ team
  • ___________
A
  • steering team
  • design team
  • facilitators
59
Q

The _________ Team provides direction, oversight, and approvals, and is made up of leaders from parts of the organization involved in the process

A

Steering

60
Q

The ________ Team is made up of individuals who work within process across functional areas or are affected by the current or should process

A

Design

61
Q

____________ are individuals from outside the process who guide other teams and document output

A

Facilitators

62
Q

List 6 parameters to be considered in Phase 1:

  • project _______
  • process _______
  • process _______
  • project __________ and _________
  • project ____________
  • team ______ ___________
A
  • 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
Q

List 3 steps in Phase 2 (analysis/design) of a process improvement project:

  • document _____ process
  • analyze ______ ________
  • brainstorm _______ process
A
  • document “is” process
  • analyze root causes
  • brainstorm “should” process
64
Q

During Phase 2, the _______ _____ documents the “is” process, guided by the __________

A

design team, facilitator

65
Q

The “is” process identifies __________

A

disconnects

66
Q

While brainstorming the “should” process, follow these steps:

  1. must _______
  2. must ______ ________
  3. must ______
  4. must _____ _____ ____
A
  1. must include
  2. must not include
  3. must keep
  4. must get rid of
67
Q

List 4 steps in Phase 3 (implementation) of a process improvement project:

  • prepare for _________
  • ______ for the new process
  • prepare _________ for new requirements
  • __________
A
  • prepare for resistance
  • train for the new process
  • prepare managers for new requirements
  • implement
68
Q

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
A
  • 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
Q

Management of the process is the responsibility of the _________ level

A

executive

70
Q

The annual business plan should include the following for each core process:

  • expected ________
  • o_________
  • b________
  • nonfinancial ________ requirements
A
  • expected results
  • objectives
  • budget
  • nonfinancial resource requirements
71
Q

Monitors process performance and periodically reports on process performance to senior management

A

process owner

72
Q

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
A
  • monitor
  • chair
  • facilitate
  • champion
  • evaluate
73
Q

List 5 components of the Human Performance System (HPS):

  • I_______
  • P________
  • O________
  • C_________
  • F________
A
  • inputs
  • performers
  • outputs
  • consequences
  • feedback
74
Q

The quality of ______ is a function of the quality of inputs, performers, consequences, and feedback.

A

outputs

75
Q

Job goals should be derived from ______ goals and ______ goals

A

function, process

76
Q

Function goals should be derived from _____ goals and ______ goals

A

process, organization

77
Q

Process goals should be derived from ______ goals and _______ requirements

A

organization, customer

78
Q

Jobs should be designed to enable _____ _________

A

goal achievement

79
Q

List 6 considerations of job management:

  • performance ____________ (outputs)
  • task _________ (inputs)
  • c___________
  • f__________
  • skills / __________
  • individual _________
A
  • performance specifications
  • task supports
  • consequences
  • feedback
  • skills / knowledge
  • individual capacity
80
Q

Name 2 approaches to performance improvement:

  • _______ approach
  • _______ approach
A
  • vacuum approach

- systems approach

81
Q

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.

A

vacuum approach

82
Q

Which approach to performance improvement? Human performance is a function of the three levels (performer, process, organization)

A

systems approach

83
Q

_________ is one of the most overused interventions in the workplace

A

training

84
Q

Can’t do problems require __________ interventions; won’t do problems require __________ interventions

A

antecedent, consequence

85
Q

Training, career development (education), succession planning, and performance appraisal development are functions of ________ _________ ___________

A

Human Resource Development

86
Q

The ideal response to requests for training is ____ _____

A

top down (starting with the CBI)

87
Q

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 _______
A
  • identify major clients
  • plan
  • overall plan
  • six months
  • annually
88
Q

List the 5 levels of training evaluation:

  1. R_______
  2. L_______
  3. B_______
  4. R_______
  5. ______
A
  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
Q

A traditional approach to organizational design focuses on the ________ structure, while a systems-based approach starts with the __________ structure

A

vertical (reporting), horizontal (cross-functional processes)

90
Q

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

A

functions, suppliers, customers
Organizational Systems Map
functions, Relationship Map

91
Q

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

A

steps, functions, interfaces

92
Q

At the performer level, the design process defines individual/team __________, which process each contributes to, and the __________ in which work occurs

A

responsibilities, environment

93
Q

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
A
  • 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
Q

Which step of the organizational design process?

  • identify product and service measures
  • identify customer measures
  • competitive analysis
  • market analysis
A

Step 1 - Establish a clear strategy

95
Q

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)
A

Step 2 - Document and analyze “Is” state organizational system

96
Q

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
A

Step 3 - Document and analyze “Is” state processes

97
Q

Which step of the organizational design process?

  • define what the processes will look like once disconnects are eliminated
  • define measures and set goals
A

Step 4 - Design and develop “Should” state processes

98
Q

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
A

Step 5 - Design the organizational chart

99
Q

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
A

Step 6 - Develop function models for each dept in terms of outputs and goals

100
Q

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
A

Step 7 - Develop job models for each job

101
Q

Which step of the organizational design process?

- determine antecedents and consequences – goals, tools, training, feedback, etc

A

Step 8 - Structure Human Performance System for each job

102
Q

Which step of the organizational design process?

  • setting expectations and goals
  • allocating resources
  • delivering feedback, reinforcement and rewards
A

Step 9 - Establish management processes

103
Q

The goal of organizational design is to ensure white space _______ _________ is effectively monitored and managed

A

between functions

104
Q

Criteria to consider during organizational design:

  • supports maximum product/service ________
  • supports maximum _________
  • supports maximum responsiveness to _______ _______
A

quality, efficiency, customer needs

105
Q

Organization goals should be linked to _______ _________ and/or gaps outlined in the strategy

A

competitive advantages

106
Q 
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\_\_\_\_\_\_\_\_\_\_\_
A 
Phase 1 - Project Definition and Plan
Phase 2 - Organization Improvement
Phase 3 - Process Improvement
Phase 4 - Job Improvement
Phase 5 - Implementation
107
Q

Effective management requires:

  • _______ ________ that ensure we are meeting our customer’s needs
  • a total ___________ system
  • a __________ __________ process that converts the data into intelligent action
A
  • sound measures
  • measurement
  • performance management
108
Q

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

A
  • outputs
  • measurement, performance
  • critical dimension
  • standards
109
Q

List 4 measurement categories:

  • Q_________
  • Q_________
  • T_________
  • C_________
A
  • quality
  • quantity
  • timeliness
  • cost
110
Q

List 3 quality measurements:

  • a_________
  • c________
  • n________
A
  • accuracy (conformity to true value/standard)
  • class (comparative superiority)
  • novelty (new or unusual combination or variation)
111
Q

List 2 quantity measurements:

  • f_________
  • r_________
A
  • frequency

- rate

112
Q

List 3 cost measurements:

  • l________
  • m_______
  • m_________
A
  • labor
  • materials
  • management
113
Q

A comprehensive measurement system:

  • allows _________ of performance at all 3 levels and __________
  • allows all performers to see and measure their impact on the critical ________ ________
A
  • monitoring, troubleshooting

- organization outputs

114
Q

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
A
  • output linkage

- relevant measures

115
Q

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 ________
A
  • requirement
  • understood
  • contribute
116
Q

Develop a job model for each job that identifies job _______, _______, and ______

A

outputs, measures, and goals

117
Q

Ensure job holders are able to _________ performance, diagnose _______ performance, and take ________ action

A

self-monitor, subpar, corrective

118
Q

A regularly interacting and interdependent group of items forming a unified whole

A

system

119
Q 
List critical features of a system:
o	multiple \_\_\_\_\_\_
o	interdependent group of \_\_\_\_\_\_\_\_
o	form a \_\_\_\_\_\_ whole
o	serve a common \_\_\_\_\_\_\_
o	a\_\_\_\_\_\_\_
A
  • multiple parts
  • interdependent group of members
  • form a unified whole
  • serve a common purpose
  • adaptive
120
Q

A systems analysis is useful when:

  • looking for the ______ _______ of identified performance issues
  • preparing for _______
A
  • root causes

- change

121
Q

List 3 main ways of gathering information during a systems assessment

A

observation, interviews, inspection of outputs

122
Q

When conducting observations at the organization level, attend ________ ______ and project team planning meetings

A

steering team

123
Q

When conducting observations at the process level, observe process _________ as well as process ________ and ___________

A

execution, design, improvement

124
Q

When conducting observations at the performer level, observe performance __________ and __________

A

management and measurement

125
Q

At the organization level, conduct interviews with _______ ________

A

decision makers

126
Q

At the process level, conduct interviews with process ________ and _________

A

managers and performers

127
Q

At the performer level, conduct interviews with __________ ___________ and _________ performers

A

performance managers, individual performers

128
Q

When inspecting outputs at the organization level, arrange to see the mission and ________, ________ plans, and _________ plans

A

mission and vision
business plan
strategic plans

129
Q

When inspecting outputs at the process level, arrange to see process ________ and ________, as well as process ________ and ________ _______

A

milestones and outputs

process maps and support tools

130
Q

When inspecting outputs at the performer level, arrange to see _____ _______, performance __________ ________ and performance __________ ________

A

job descriptions
performance management tools
performance measurement tools

131
Q

Describe two categories of assessment results:

  • _________ performance influences
  • _________ performance influences
A
  • supportive

- undermining

132
Q

The goal of data analysis is to find the ______ ______ of reported performance barriers and to develop a ________ that explains why they are occurring

A

root causes, hypothesis

133
Q

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 __________ _______
A
  • look for connections
  • trace current issues
  • look at the points of connection
  • look for common themes
  • build a relationship map
134
Q

Hypotheses require __________ to support them

A

evidence (raw data from your assessment)

135
Q

o The variables in the organization that if changed would make the biggest impact throughout the organization

A

points of leverage

136
Q

Excessive overtime, duplication of activities, high turnover, or safety violations are examples of _______ level signals

A

process

137
Q

Low morale, employee complaints, lack of delegation or manager burnout are examples of _________ level signals

A

performer

138
Q

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
A
  1. CBI
  2. root causes
  3. success
  4. leverage points
  5. plans
  6. recommendations
  7. expected results
  8. adjust

SAFMEDS 2020 (13 decks)

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