تحقیق درباره بررسی Organizational Behavior Management (OBM) Network لينک پرداخت و دانلود *پايين مطلب* فرمت فايل:Word (قابل ويرايش و آماده پرينت) تعداد صفحه11 Organizational Behavior Management (OBM) Network The Organizational Behavior Management (OBM) Network exists to support the growth and vitality of Organizational Behavior Management. This site contains articles and information on the science of applying behavior analysis to business to improve organizational performance and safety. What is Organizational Behavior Management (OBM)? ulli Organizational Behavior Management practices help organizations to get the results they want. lili Organizational Behavior Management practices produce significant and measurable outcomes. lili Organizational Behavior Management comprises a research base of methods and applications with proven effectivenesss in the areas of work motivation, supervisory effectiveness, leadership and executive coaching, injury reduction, quality improvement, change management, incentive and reward systems, reinforcement and feedback systems, performance management, and behavior-based safety. lili Organizational Behavior Management has demonstrated performance improvements of more than 100% and savings of millions of dollars in many industries, including: Chemical and petro-chemical, financial, human services, manufacturing, paper, transportation, utilities, and many others! lili Organizational Behavior Management is the only scientific approach to improving performance by applying the concepts and principles of applied behavior analysis. Behavior analysis is the psychology aimed at how environmental variables affect behavior. Applying the science of behavior analysis is the only sure way to fully understand behavior at both the organizational and individual levels. liul Some of our featured free articles: A Systems Critique of Gilbertrsquo;s PIPrsquo;s In Human Competence: Engineering Worthy Performance, Gilbert describes a seven step lsquo;performance auditrsquo;. Accomplishments and requirements are identified and then exemplar and typical performances are determined. An index of Potential for Improvement Performance (PIP) is computed and then the value or lsquo;stakesrsquo; of the improvement potential is assessed. Gilbert summarizes this process by stating, ldquo;Remember, our only reason for measuring is to discover our opportunities for performance engineering. O Efeito do Observador Na primeira ediccedil;atilde;o de Values-based Safety Process, o autor Terry Mcsween escreveu ningueacute;m conduziu ateacute; agora uma pesquisa definitiva sobre os efeitos de empregados conduzindo observaccedil;otilde;es nos seus proacute;prios locais de trabalho (p. 24). Noacute;s achamos essa afirmaccedil;atilde;o interessante e merecedora de uma investigaccedil;atilde;o mais detalhada. Ao discutir esta questatilde;o com outros pesquisadores e praticantes da aacute;rea, decidimos que existia interesse geral suficiente para que pesquisas adicionais sobre o processo de observaccedil;atilde;o fossem realizadas. Muitos praticantes que foram questionados achavam que era evidente que empregados que conduziam observaccedil;otilde;es a respeito da seguranccedil;a de seus colegas trabalhavam de maneira mais segura como resultado de tais observaccedil;otilde;es. No entanto, essa afirmaccedil;atilde;o natilde;o havia sido cientificamente comprovada. Feedback e processos de observaccedil;atilde;o satilde;o componentes criacute;ticos do gerenciamento de seguranccedil;a comportamental (behavior-based safety, BBS), mas, curiosamente, existem vaacute;rios estudos sobre os efeitos de feedback, enquanto estudos sobre os efeito da observaccedil;atilde;o satilde;o quase inexistentes. Estes fatores fizeram nossa tarefa mais interessante e mais desafiadora. Entatilde;o com essas consideraccedil;atilde;o, comeccedil;amos nossa busca para determinar se empregados que conduzem observaccedil;otilde;es de seguranccedil;a de fato trabalham de forma mais segura como resultado dessas observaccedil;otilde;es. Noacute;s nomeamos esse efeito hipoteacute;tico de efeito do observador . The Sacred and the Secular in OBM The purpose of this article is to comment briefly on some observations and trends we have noted within the OBM movement as a way to offer a preview of a paper we will present at the upcoming ABA conference in May. Various aspects of the project we will present are at least loosely related to the observations and trends we identify herein. From our perspective, one clear trend is that OBM appears to be undergoing a period of ldquo;secularism wherein some of its more ldquo;sacred interventions are being questioned. Numbered among these ldquo;sacred traditions are the regular use by OBM practitioners of feedback (Alvero, Bucklin, Austin, 2001; Balcazar, Hopkins, Suarez, 1986; Kluger DiNisi, 1996), goal setting (Fellner Sulzer-Azaroff, 1984), and social reinforcement (Orsquo;Hara, Johnson, Beehr, 1985). Of these, feedback arguably is the most foundational in that it typically has served as the first treatment upon which other OBM interventions are superimposed (following a components-analysis-like method).