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PM Final
Voab words
| Question | Answer |
|---|---|
| Performance Management | a precise scientific approach that works; focuses on understanding behavior and using scientific methods to change behavior |
| Common Sense | the unreflective opinions of ordinary people; acquired in everyday living, individualistic, accepts the obvious, vague, not reliable |
| Scientific knowledge | systematic, data based; an approach to knowledge that is deliberate, systematic, universal, precise, and reliable; questions the obvious and is gained through controlled experiment |
| consequences | what comes after a behavior; alters the probability the behavior will reoccur; keeps behavior going |
| antecedents | what comes before a behavior, sets the occasion for the behavior to occur; gets behavior going |
| Extinction | withholding SR+ for previously reinforced B |
| Premack Principle | make high frequency B. contingent on low frequency B |
| Contingency Error | SR+ without required B |
| Penalty | decrease behavior by removing something |
| Punishment | decrease behavior by giving something |
| 4 to 1 | effective SR to SP ratio |
| Discretionary Effort | the level of effort people could give if they wanted to |
| Frequency Error | to little reinforcement |
| Employee of the Month | NOT an example of reinforcement |
| Performance Feedback | Specific data about performance |
| Dead man's test | a way to recognize behavior |
| Ranking | should not be used because it sets employees against each other |
| baseline | measure of results or behavior before intervention |
| Behaviorally Anchored Rating Scale (BARS) | a scale on which each variable to be measured is anchored by specific behaviors and accomplishment |
| Leave it test | if you can leave it behind when you leave, it's a result |
| Pin Pointing | being specific about a result and the behavior required to achieve it |
| Rating | comparing performance against established criteria |
| Activity trap | pinpointing behaviors without validating the relationship of the behavior to the results |
| ABA design | collect baseline data, add intervention, withdraw intervention |
| Multiple Baselines | multiple AB designs implemented at various times |
| Perception Error | assuming something is a reinforcer when it isn't |
| Contingency Error | can get reinforcers without engaging in a prerequisite behavior |
| Delay Error | not delivering immediate reinforcement |
| frequency error | not delivering reinforcement early enough |
| 4 to 1 | effective reinforcement to punishment ratio |
| "no But" rule | do not add prompts or instructions to praise statement |
| The Sandwich | a (-) between two (+) |
| Activity Trap | focusing on behaviors before identifying the desired results |
| Behavior | what a person does |
| result | what is produced by behavior |
| behavior counts | measures of behavior |
| counting | an often measure of behavior; frequency or rate |
| judging | a subjective measure of behavior |
| Valid Behavior Measure | when change in behavior correlates with change in result |
| feedback | information about performance that allows an individual to adjust his or her performance |
| B design | implementing a change and tracking results |
| Goals | antecedents for punishment or behavior |
| Best goal setting mistake | Set goals to low |
| Shaping | The process of positively reinforcing successive approximations toward a goal |
| Stretch goal | Stretch goal very difficult goals used to try to fool people into superior performance |
| Benchmarking | the practice of tracking business processes considered to be the best in a given sphere of influence |
| Quality Awareness | the personal concern felt by all personnel toward the conformance of the product or service and the quality reputation of the company |
| Quality Measurement | a display of current and potential noncomformance problems in a manner that permits objective evaluation and corrective action |
| Recognition | to appreciate those who participate |
| Establish consistency of purpose | pinpoint and reinforce only behaviors that support quality |
| Improve constantly and forever every system | always reinforce improvement |
| Eliminate numerical goals and quotas, including management by objectives | use goals to increase opportunities for positive reinforcement |
| Drive out fear | switch from negative to positive reinforcement |
| Institute Leadership | reinforce improved behaviors when they occur |
| End the practice of awarding business largely on the basis of price | reinforce quality by giving business to "quality" vendors |
| Break down barriers | reinforce cooperation |
| Institute training on the job | evaluate how well training results in improved performance |
| Eliminate the annual rating or merit program | reinforce behaviors that support quality, promote personnel whose behavior supports quality |
| Eliminate slogans and exhortations | don't rely on antecedents, use reinforcement |
| Cease dependency on mass inspection | reinforce individuals for taking responsibility for own quality control |
| Adopt a new philosophy | develop a reinforcement plan |
| Create a structure in top management to accomplish the transformation | reinforce managers for success of their employees |
| Rightsizing | having the right amount of labor to get the job done |
| downsizing | "stop the bleeding" a temporary bandaid: a stop gap measure |
| Paradigm | pattern of behavior |
| Empowerment | occurs when management reinforces employees for assuming new behaviors and responsibilities (i.e., more management things) |
| Competency-suppressing conditions | work that is dominated by punishment, extinction, and negative reinforcement |
| Cut unnecessary work | reinforce suggestions for taking work out of the system |
| Put quality first | plan and deliver positive reinforcement for "quality behaviors" |
| bust your paradigm | pinpoint results, pinpoint behaviors, celebrate success |
| empower people | give reinforcement for assuming new responsibilities |
| communicate | provides consequences to promote new behavior |
| take care of survivors | reinforce the positive efforts of those who remain |
| Supply-push model | providing training and putting people in training |
| Demand-pull model | when employees ask for training |
| Recognition | a symbolic way of showing apprectiation |
| incentive | an inducement to perform |
| Relationship | the foundation on which effective rewards and recognition programs are built |
| reward | a tangible item; intended to influence behavior in a particular direction |
| Performance Matrix | a totally flexible measurement system |
| Hernstein’s Hyperbola | describes how reinforcement availability determines the amount of time we spend on various behaviors |
| Matching Law | The amount of reinforcement a person receives for a particular behavior is matched by the time spent engaged in that behavior |
| Management by Wandering Around | Management technique that should allow managers to deliver immediate reinforcement directly to workers |
| Management by Wondering Around | Misapplication of MBWA where managers inadvertently reinforce or punish the wrong behaviors |
| Fluency | responding immediately and unhestingly |
| Nintendo generation | impatient, in a hurry for everything |
| Academic Child Abuse | the use of practices that causes unnecessary failure |
| Direct Instruction | a carefully scripted presentation of academic material |
| Morningside Model of Generative Instruction | combines Direct Instruction with Behavior Analysis and Fluency |
| Automaticity | refers to motor learning; requires at least 300 repetitions under favorable conditions |
| Expertise | excellent behavior acquired through approximately 10,00 hours of deliberate practice |
| Creativity | a behavior thing |
| Antecedents and creativity | inefficient and/or incorrect behavior process that results from imprecise reinforcement |
| Consequences | have predictable effects on creative process |
| Behavioral drift | changes in the environment can lead to new behavior |
| Extinction burst | lack of reinforcement for new behavior may lead to a old behavior returning |
| Emotional behavior | response to loss of reinforcement for old behavior, may involve blaming other, crying, pouting, etc |
| Resurgence | repeating old behavior when reinforcement has been withheld |
| Habit breakup | behavior may become erratic when old behavior is no longer reinforced; may lead to "insight" |
| Conditioned Reinforcement | stimuli that have been paired with social reinforcement |
| Celebration | an occasion to relive an accomplishment |
| Meaning | comes from the consequences of what one does |
| listen | what management should do during a celebration |
| Tangible rewards | serve to anchor a memory; given after reliving the accomplishment |
| Celebration walk | a walk around that focuses on delivering positive reinforcement |
| Results | occasion for celebration |
| Efforts | to be reinforced daily |
| honesty | everything is overboard |
| Justice | contingent consequences (good performance=reinforcement) |
| Integrity | consequences match antecedents |
| Equality | understanding behavior is the result of environment |
| Respect | recognizing the unique perspective each person brings |
| Self-esteem | feelings of confidence and competence as a result of earned recognition and reward |
| Personal growth | initiative and willingness to try new ideas |
| Peace of Mind | Reduced stress that results from contingent reinforcement |
| Golden Rule | Reinforcement leads to more reinforcement among all workers - treat each other as they would like to be treated |
Created by:
alied91
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