|
| Systems Analysis: Concepts, Tools, Applications, and Benefits |
| Sunday, May 30, 2004 |
| 9:00 AM–10:20 AM |
| Liberty C |
| Area: OBM; Domain: Applied Research |
| Chair: Joseph R. Sasson (Western Michigan University) |
| Abstract: . |
| |
| Systems Analysis: A Primer and Three Useful Tools for Behavior Analysts |
| JOSEPH R. SASSON (Western Michigan University) |
| Abstract: This talk is intended to provide a primer of systems analysis to an audience which has little experience with the concepts and tools of behavioral systems analysis. Using Rummler and Brache’s (1995) framework, the concept of the Organization, Process, and Job / Performer Levels will be introduced. One major tool used at each level will be introduced, and the advantages of using these tools will be discussed. Knowledge and use of these tools will help behavior analysts to better relate to other associates they may encounter during an organizational consulting engagement, and will assist behavior analysts in developing more comprehensive solutions. The presentations that follow in this symposium will illustrate the value of these tools by presenting current applications in organizational and educational settings. |
| |
| The Big Picture: Understanding Performance Systems in Organizations |
| CLOYD HYTEN (University of North Texas) |
| Abstract: Are we selling behavior change technology, or are we selling performance improvement technology? I argue that the two are not the same, and that we need to focus on performance systems as the framework within which to understand performance problems and solutions. Performance systems include the factors at the performer, process, and organization level that affect how successful organizations are. Every organization has a performance system whether anyone is aware of it or not. OBM has generated a number of intervention tactics primarily at the performer level (e.g., feedback, reinforcement plans) that can and need to be integrated together with core processes and existing HR practices (e.g., hiring and training practices) that also influence aggregate performance outcomes. Failure to integrate and enhance the system as a whole can hamper performance improvement efforts. Examples of successes and problems from consulting work that included process re-design as well as performance pay plans will illustrate the value of understanding the organization’s performance system. |
| |
| A Systems Analysis of a University Training and Development Department |
| HOLLY C. HARRISON (Western Michigan University), Masayuki Shiraishi (Western Michigan University) |
| Abstract: We conducted a systems analysis of the Training and Development (T&D) department at Western Michigan University. As part of this analysis, we completed an array of systems tools to improve departmental functioning. The Total Performance System diagram gave us a picture of the organization and its processes and relationships. We used IS and SHOULD Process Maps to analyze the current training registration process and prescribe a more streamlined, more efficient process. We created Job Models to give the T&D department a concrete description of the responsibilities, accomplishments, outputs, and standards for each employee. Along with these tools, we were able to provide T&D with our recommendations for both the creation of a new registration system and the improvement of the T&D organization as a whole. |
| |
| Integrating Behavioral Safety into a Traditional Management Structure: A Systems Approach |
| KATHY M. CULIG (Western Michigan University) |
| Abstract: Over the past number of years BBS has gained visibility and credibility in many industrial settings as a method for improving safe behavior in the workplace. A feature of many of these BBS processes is that they are processes not programs, and as such, they have no end. In order to ensure the longevity and continuous improvement of a BBS process, it is important to first identify the key elements for integration into the existing management structure. As these processes age it becomes increasingly important to implement system improvements to maintain and support them. The following paper proposes a method for identifying the key process elements needed for the successful integration of a behavioral safety process. |
|
| |