Case Study : Organizational Behavior Management

Feedback is perceived as more valid and objective, leading to acceptance of results and actions required (Michael Armstrong 2009:646).This implies

Employees usually want to receive feedback on their performance for certain reasons such as for improving their performance. DeNisi & Kluger (2000) herald that it is widely accepted that feedback is an essential component of an effective performance improvement strategy as individuals learn on the basis of receiving feedback on their performance. Moreover, performance feedback increases job satisfaction and motivation among the employees (Hackman & Oldham, 1980).

When utilizing feedback as a way of measuring effectiveness of the organizational change it can be by way of surveys from staff, meetings, questionnaires and so on. Feedback helps to communicate ideas better to management so that quality care can continue to improve and goals can continue to be reached. Feedback is used by managers as a tool to respond to and to anticipate changes (Spector, 2010).

Positive feedback is easy and motivational it is as easy as telling a co-worker “job well done” (Employee Feedback-How to Build Staff Morale and Grow Your Business). Thank people for a job well done. “Thank You” takes very little effort feeling valued and appreciated helps moral and self-esteem. Congratulate a person for taking initiative and for solving the problems for others. Discuss career opportunities even if they are outside of the current workplace. Celebrate successes as a team.

I will be talking about my current job as a Child Protective Investigator (CPI) also known as Child Protective Services (or CPS). This is the governmental agency that is tasked with investigating child abuse or neglect. The primary concern of a CPI is the safety of the child; they do this by assessing the risk involved. By weighing that risk the CPI has to make the decision rather to remove the children or child from the home or place services within the home that will allow

Whether a leader defines success as career progression, sphere of influence, or the continual improvement of their management skills, there is one singular fact that all leaders must grasp in order to be effective and impactful: they have to become great providers and receivers of feedback. To grow in one?s ability to give and receive feedback, one ought to begin with learning to receive feedback well by recognizing

Before understanding how Legacy Health handles feedback, it is important to understand what feedback is and how it is important to the healthcare industry. Feedback, as defined by the textbook, is “the degree to which people learn how effective they are being at work” (Bauer, 2014). This definition may seem vague, yet within the concept of feedback, are multiple ways for people to learn of their work efficacy. In an organization, feedback can come in various forms, whether on a performance based approach, a three hundred and sixty degree approach, goal setting and feedback upon the goals, or a multitude of other forms.

On completion of this module, students should be able to:     Describe the components of effective feedback; Initiate strategies to obtain feedback on their own performance in the clinical setting; Use effective

This type of feedback will be used in my work center when unsuitable actions occur to correct the issue back to favorable. I will use this approach in situations such as if personal problems came along that effect the work environment, the mission or even if a decrease of work performance was to happen. If this type of feedback did not take place, individuals within my work section would not know when or what behaviors or actions they are doing wrong and will not only continue to do it, but also while setting a sight to others that it is acceptable behavior which could ultimately hinder other Airmen and the

Study and organizational skills take on many forms within the classroom. They are an integral part of the curriculum, learned by active participation, taught in natural progression from simple to complex, and essential for any student with varying abilities. Students with emotional and behavioral disorders are often disorganized learners, or just learn in a different way. Students who struggle with organization benefit from direct instruction, modeling, routines, and structure throughout their day. The author of Teaching Students with Learning Disabilities. Programming for Students with Special Needs, Book 6, provided a number of strategies that have been used and benefited students with vary abilities have success with their organizational

At UTC we are coached to use a four step model approach for effective performance feedback. The steps include: The Statement, The Evidence, The Impact, and The Action. We are instructed to give feedback on observed behaviors, use specific examples, be realistic, be timely, provide feedback often and always explain reasons for giving the feedback. We always hold these conversations in person and in a private setting and encourage the employee for inputs for improvements, creating a two-way open

This feedback could be positive or negative on how the hospital could improve its quality performance. As system thinkers this concept is crucial as its gives direct feedback and also has a motivational factors. According to Geller.Scott "They use feedback as a consequence to motivate an individual to continue or stop a particular behavior, and they use feedback as an activator to direct improvement in particular work practices." Lastly the hospital practiced transparency to the public of its quality performance and how they needed help with such improvements. This is another key to system thinking as it gets the other parties involved to collaborate, and also show your commitment to such changes. This will align everyone attitude with the needed behavior, and to all work together toward the same goals. On the other hand, a weakness in the system that this organization displayed is the need to improve further on getting everyone to with the organization to use a practice of "Do for me and I'll do for you". According to Geller.Scott "Simply put, the reciprocity principle is reflected in the slogan, "Do for me and I’ll do for you." In other words, if you’re nice to someone, they’ll feel obligated to return the favor. And consistent with a systems perspective, the favor might be returned to someone other than the original

360 degree feedback system as a performance evaluation tool as long as the understanding of its intent is understood. “There are three key steps in the successful implementation of 360 degree feedback systems in an organization. The three steps are that it must fit the organizations culture, make it psychometrically sound, and used with care” (“Best Practices”, 2012). It is also important to train the feedback providers to be sensitive, respectful and polite. Treating employees in a friendly and respectful manner and offering constructive advice will make them more open to accepting the performance

Accurate external feedback is essential to facilitate improvement in performance (Sargeant at al 2010). To achieve the best results not only feedback needs to be provided in a right way but also a person accepting the feedback needs to be receptive to it. Although I always maintained professional while receiving feedback and often actively sought feedback myself, I found challenging at a times to handle negative feedback.

Organizational behaviour is the “study of what people think, feel, and do in and around organizations” (McShane & Steen, 2012 p.480). In seminar class on week 6, we completed both in person and in team the winter survival exercise as a class. The winter survival exercise is made up of a list a group of survivors need after crash-landing with a small plane in the woods of Southern Manitoba. The list ranges from ball of steel wool, newspaper, .…… and family-size chocolate bar (one per person). During the seminar class, we found out that there were significant differences in what we each rated personally and as a team. Teams are “groups of two or more people who interact and influence each other and are mutually accountable for achieving