Diagnosis of an Organization
SUMMARY
Learning Objectives
Identify system parameters and recognize the symptoms, problems,and causes of organizational ineffectiveness.
Recognize the various techniques for gathering information from client systems.
Describe the major diagnostic models and techniques used in OD programs.
Apply a systematic diagnosis to organizational situations.
Diagnosing Problem Areas---Why Diagnosing?
An organization need to survival or be very successful in the rapid developing socielty, it must have flexibility and ability for rapid transfromation. For example, Downsizing and restructuring are the ways to make an organization more effective, before downsizing and restructuring, the organization must digagnose its departments, to see what problems do they have, then how to solve the problems. The process of examing itself is diagnosis. The identification of problem areas for improvement and problems is an important element in developing a high-performance organization.You must know where you are before you can chart a course for where you want to be.
Organization diagnosis rpovides information that allows a faster-reacting organization to emerge, one that can deal with changing forces.OD practitioners reported that 85% of their projects included a diagnostic phase of some type. If organization change is to be effective, it must be based on a specific diagnosis of the problem.
What Is Diagnosis?
Diagnosis is a systematic approach to understanding and describing the present state of the organization. Diagnosis is a method of analyzing organizational problems and learning new patterns of behavor. It can help organization enhancing the organization’s capacity to assess and change its culture; providing and opportunity for organizational members to learn new things; ensuring that the organization rmains engaged in a process of cuntiuous improvement.
The critical issues in diagnosis include:
1) Simplicity. Keep the data as simple as possible,
Learning Objectives
Identify system parameters and recognize the symptoms, problems,and causes of organizational ineffectiveness.
Recognize the various techniques for gathering information from client systems.
Describe the major diagnostic models and techniques used in OD programs.
Apply a systematic diagnosis to organizational situations.
Diagnosing Problem Areas---Why Diagnosing?
An organization need to survival or be very successful in the rapid developing socielty, it must have flexibility and ability for rapid transfromation. For example, Downsizing and restructuring are the ways to make an organization more effective, before downsizing and restructuring, the organization must digagnose its departments, to see what problems do they have, then how to solve the problems. The process of examing itself is diagnosis. The identification of problem areas for improvement and problems is an important element in developing a high-performance organization.You must know where you are before you can chart a course for where you want to be.
Organization diagnosis rpovides information that allows a faster-reacting organization to emerge, one that can deal with changing forces.OD practitioners reported that 85% of their projects included a diagnostic phase of some type. If organization change is to be effective, it must be based on a specific diagnosis of the problem.
What Is Diagnosis?
Diagnosis is a systematic approach to understanding and describing the present state of the organization. Diagnosis is a method of analyzing organizational problems and learning new patterns of behavor. It can help organization enhancing the organization’s capacity to assess and change its culture; providing and opportunity for organizational members to learn new things; ensuring that the organization rmains engaged in a process of cuntiuous improvement.
The critical issues in diagnosis include:
1) Simplicity. Keep the data as simple as possible,
References: Brown D.R, Harvey D, An Exoeruential Approach to Organization Development, Seven Edition, Personal Education International, Pearson Prentice Hall 2006.