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| Conceptual Bases of Organizational Behavior Management/Performance Management: Leading, Managing, and Working through Organizations |
| Thursday, November 29, 2001 |
| 4:00 PM–4:50 PM |
| Carnelutti Hall |
| Area: OBM; Domain: Applied Behavior Analysis |
| Chair: Scott A. Beal (Auburn University) |
| Discussant: Darnell Lattal (Aubrey Daniels International) |
| Abstract: Organizational behavior management has had for many years a useful conceptual base and effective technology for changing the behavior of individual workers. Technologies for making organizational leaders and managers effective in implementing and supporting the application of the individual-worker behavioral methods have been less well explicated. Similarly, the technologies for causing behavior change methods to be successfully used throughout an organization have been largely conjectural. These inadequacies in the conceptual base for OBM will be addressed in three related papers that examine different aspects of the needs that exist in most organizations. This symposium will focus on training leaders to lead and managers to manage in such a way to spread change technology throughout an organization. It will include pinpointing of the necessary leader and manager behaviors and on strategies for replicating change efforts. |
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| Effective Managing: The Fundamental Skills |
| BILL L. HOPKINS (Auburn University) |
| Abstract: The effectiveness of organizations depends on the quality and quantity of particular behaviors of the people who are fundamentally involved in the core processes that yield the goods and services supplied by the organization to its customers. The behaviors of the people who do the fundamental work of organizations depend on the behaviors of people who manage the behavior of those people. It is argued that the managing behaviors are general across job positions. Further, we know the functional characteristics of many of these behaviors and should be able to pinpoint them. If we can pinpoint them, we should be able to train them to people with the result that they can support better organizational functioning. The general characteristics of the behaviors will be described and speculative task analyses will be conducted to yield a description of the necessary repertoire of an effective manager. A method for teaching this repertoire to managers will be suggested. |
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| Impact Leadership and Consulting: Conceptual Foundations for a Behavioral Leadership |
| JOSEPH S. LAIPPLE (Aubrey Daniels International) |
| Abstract: This paper will describe a leadership and consulting method that focuses leaders and implementers of organizational change on impact and effect. This method has solid roots in organizational behavior management, behavior analysis, operational science methods, and pragmatism. The conceptual bases of this model will be described and the implications for both consultants and organizations will be discussed. Impact-based leadership is a scientific way to manage people and lead organizations. Case examples will be used to describe the methods and illustrate the conceptual issues that underlie impact leadership and consulting. This paper will also describe how organizational behavior management can be used to raise the level of what clients can expect from consulting organizations as well as what consulting organizations can expect from themselves. |
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