Behavior control

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In addition to the targeted performance of tasks based on the division of labor, an expected behavior of the organization members is characteristic for organizations. In productive work processes, the expectation of behavior is condensed into a dedicated behavior control .

term

According to the definition, work is goal-oriented and, if there is a division of labor, is subject to control. The objectives of the control can relate to:

  • Manner in which the action is carried out,
  • Change of objects and information,
  • Result states for other people, such as customer satisfaction.

The central elements of behavior control are:

  • the situation context in which the behavior takes place or should take place,
  • the goals to be achieved and
  • the consequences of target achievement or failure to achieve it.

Behavior control is generally based on knowledge of the relationships between context, one's own actions and the effects. Knowledge of this relationship is learned and, more intensely, experienced. The learning process forms internal models of action-effect contingencies with which actions can be selected in such a way that the desired effects can also be achieved.

A distinction is made between endogenous and exogenous processes of behavior control.

Exogenous (automatic) processes of behavior control are controlled by stimuli. Classically, they are based on fixing the smallest work elements in terms of time and place of execution.

Endogenous (controlled) processes are initiated intentionally. Your core task is essentially the planning, coordination and monitoring of behavior. The goal-related actions are protected against distracting events from the environment, habitual and emotional reaction tendencies are suppressed and changes of action and task are prepared.

Behavioral control and work design

Appropriate work design can effectively support the behavior control processes and thus enable work tasks to be carried out in a way that conserves resources . Resource conservation is understood to mean both the organization's resources (operating resources, material, other organizational members, etc.) and, through load optimization , those of the worker himself.

In traditional forms of work organization - often referred to as Taylorism - work tasks have been broken down into small to smallest, as simple as possible work steps and each employee has only been assigned one of these work steps. This results in a behavior control based on an external specification of an initial state, which is transferred by the employees to a likewise prescribed target state with the help of highly trained motor action schemes. Endogenous behavioral tendencies should be eliminated as disruptive factors as far as possible.

In modern forms of work organization, in which complex and temporally variable work tasks have to be mastered, there is more emphasis on endogenous processes. This results in degrees of freedom ( room for maneuver ) and increasing autonomy for the working person, whose psychological stress increases due to the endogenous control.

Because of the demand in several, also mainly dominated by manual work systems in the context of risk assessment and psychic strain observed.

The following recommendations are derived for the organization of work:

  • Performance criteria should be clearly defined, both for the individual and for groups, in order to avoid conflicts in willingness to act.
  • Merging of factually related tasks increases the transparency of work processes.
  • Design task sequences in such a way that no deviating or even conflicting schemes of action are activated
  • Avoid simultaneous task processing. If this is not possible, at least combine tasks with structurally different requirements for behavior control.
  • Limit unpredictable interruptions to tasks (e.g. customer contacts) or only allow them in a fixed time window.
  • Tasks that rely on endogenous behavior control processes enable the working person to adapt the work to the current willingness to perform

See also

literature

  • Hacker, Winfried : General industrial psychology: psychological regulation of knowledge, thought and physical work. 2., completely revised and additional edition - Bern: Huber, 2005. - ISBN 3-456-84249-X
  • Kleinsorge, Thomas; Schmidt, Klaus-Helmut: behavior control . In: Landau, Kurt (Hrsg.): Lexicon of work design: Best practice in the work process . Stuttgart: Genter, 2007. - ISBN 978-3-87247-655-5 . Pp. 1283-1285
  • Neuhaus, Ralf; ifaa (ed.): KPB - Kurzverfahren Psychological stress: A method for assessing psychological stress . 2. A. Cologne: Bachem, 2009. - ISBN 978-3-89172-470-5 .

Individual evidence

  1. ↑ Frese, Erich : Fundamentals of the organization: Concept - principles - structures. 8th edition. Wiesbaden: Gabler, 2000. pp. 5f.
  2. ↑ Kleinsorge, Thomas; Schmidt, Klaus-Helmut: behavior control . In: Landau, Kurt (Hrsg.): Lexicon of work design: Best practice in the work process . Stuttgart: Genter, 2007. - ISBN 978-3-87247-655-5 . P. 1283
  3. ↑ Kleinsorge, Thomas; Schmidt, Klaus-Helmut: behavior control . In: Landau, Kurt (Hrsg.): Lexicon of work design: Best practice in the work process . Stuttgart: Genter, 2007. - ISBN 978-3-87247-655-5 . Pp. 1283-1285
  4. ↑ Where Taylor himself not going that way.
  5. ↑ Ralf Neuhaus, ifaa (Hrsg.): KPB - Kurzverfahren psychological stress: A method for assessing psychological stress. 2. A. Bachem, Cologne 2009, ISBN 978-3-89172-470-5 , p. 14.
  6. ↑ Kleinsorge, Thomas; Schmidt, Klaus-Helmut: behavior control . In: Landau, Kurt (Hrsg.): Lexicon of work design: Best practice in the work process . Stuttgart: Genter, 2007. - ISBN 978-3-87247-655-5 . P. 1285