| Abstract: This paper concerns a taxonomy for classifying organizational practices that may exist within formal organizations. The purpose of the taxonomy is to provide the basis for discriminating among twelve classes of organizational practices defined as performance-related operant behavior of a member at the levels of individuals, organizational units, such as work groups and departments, and their consequences at those levels and at the level of entire organizations via their meta-contingency(ies) (Mawhinney, 1992; 2001). Results of assessments among organizational member behavior should provide information needed to pinpoint practices that need to be eliminated as well as practices in one area that would benefit the organization if replicated in other areas of the organization. In addition, these assessments should reveal process bottlenecks and conflicts (Gilbert, 1978; Malott, 2003; Rummler & Brache, 1995) rooted in organizational practices once they have been defined, categorized and related to one another. The goal of this taxonomy is to provide a framework within which to conduct such assessments and used to identify methods to enhance organizational performance. This paper concerns a taxonomy for classifying organizational practices that may exist within formal organizations. The purpose of the taxonomy is to provide the basis for discriminating among twelve classes of organizational practices defined as performance-related operant behavior of a member at the levels of individuals, organizational units, such as work groups and departments, and their consequences at those levels and at the level of entire organizations via their meta-contingencies (Mawhinney, 1992; 2001). Results of assessments among organizational member behavior should provide information needed to pinpoint practices that need to be eliminated as well as practices in one area that would benefit the organization if replicated in other areas of the organization. In addition, these assessments should reveal process bottlenecks and conflicts (Gilbert, 1978; Malott, 2003; Rummler & Brache, 1995; Rummler, 2001) rooted in organizational practices once they have been defined, categorized and related to one another. The goal of this taxonomy is to provide a framework within which to identify methods to enhance organization performance-related practices as virtually any class of operant behavior (Poling & Braatz, 2001) of an organizational member(s) within the organizational culture. |
| Abstract: The purpose of this presentation is to expose Organizational Behavior Management (OBM) practitioners to a methodology which is complementary to behavioral psychology principles. There are many versions of the “Lean” methodology used in modern business. Most versions have failure rates as high as approximately 80%. Alternatively, in this presentation an approach to Lean consistent with true “Toyota Production System (TPS)” principles and aligned with OBM principles will be presented along with specific applications and measurable results in service (non-manufacturing) environments. Examples will include: IT projects, HR projects, Healthcare projects, Executive Coaching, and Strategy Development & Deployment. Lean techniques will include: Hoskin Kanri, Genchi Genbutsu, A3, Catchball, Skills Matrix, 7 Wastes, Lean Startup, and Kaizen Events versus Daily Kaizen. After this presentation, attendees should have increased fluency with these practical techniques which they may use with their clients. Unfortunately, the marketplace is flooded with Lean training courses and books which provide little substantive value to new and/or seasoned Lean learners. Therefore, this session will also include recommendations for pragmatic self-study options (books and articles) along with respected training programs |