Organizational Diagnosis
Organizational Diagnosis
Are companies at the competitive edge problem free? Do any organizations work flawlessly? Not in the real world. How do the winners overcome their problems? What distinguishes them from other companies? How do they survive while others flounder or fall? Like other organizations, winning companies often reach for easy-answers and quick fixes. But if these short-cut responses miss their mark, winners keep searching for solid solutions. They delve more deeply into the situation, ultimately uncovering the root cause. Top performers distinguish themselves by the way they tackle organizational problems by using organizational diagnosis to make positive changes for the future of their business (Long Term Success through Deep Organizational Diagnosis, 2007).
Data collection:
The purpose of a diagnosis is to identify problems facing the organization and to determine their causes so that management can plan solutions. The first step in diagnosing an organization is to determine what/where the problem is by using data collection. It is very important to acknowledge that there is a problem and it needs solving more on a long term basis in order to keep the future of the organization prospering. The collection of data should begin in areas in which management believes the problems exist. After the data is collected, leaders can more easily identify where the issues lie and begin to resolve them (Beer and Spector, 1993).
Data collection can be done by doing a systematic analysis where McKinsey’s 7-S framework can be applied. The change agent at this point strategically analyzes and formulates diagnosis questions. The elements of the strategy are as follows with examples of typical questions that decision makers will need to answer in their quest for change (Business Diagnostic Questions - "Seven S" Model Framework, 2007).
Strategy: the plan devised to maintain and build competitive advantage over the competition.
• What are the main
Are companies at the competitive edge problem free? Do any organizations work flawlessly? Not in the real world. How do the winners overcome their problems? What distinguishes them from other companies? How do they survive while others flounder or fall? Like other organizations, winning companies often reach for easy-answers and quick fixes. But if these short-cut responses miss their mark, winners keep searching for solid solutions. They delve more deeply into the situation, ultimately uncovering the root cause. Top performers distinguish themselves by the way they tackle organizational problems by using organizational diagnosis to make positive changes for the future of their business (Long Term Success through Deep Organizational Diagnosis, 2007).
Data collection:
The purpose of a diagnosis is to identify problems facing the organization and to determine their causes so that management can plan solutions. The first step in diagnosing an organization is to determine what/where the problem is by using data collection. It is very important to acknowledge that there is a problem and it needs solving more on a long term basis in order to keep the future of the organization prospering. The collection of data should begin in areas in which management believes the problems exist. After the data is collected, leaders can more easily identify where the issues lie and begin to resolve them (Beer and Spector, 1993).
Data collection can be done by doing a systematic analysis where McKinsey’s 7-S framework can be applied. The change agent at this point strategically analyzes and formulates diagnosis questions. The elements of the strategy are as follows with examples of typical questions that decision makers will need to answer in their quest for change (Business Diagnostic Questions - "Seven S" Model Framework, 2007).
Strategy: the plan devised to maintain and build competitive advantage over the competition.
• What are the main
References: Beer, M. & Spector, B. (1993, July/August). Organizational diagnosis: its role in organizational learning. Journal of Counseling and Development. 71(6) 642-650. Retrieved from the City University Student Website. Cawsey, T., & Deszca, G. (2007). Toolkit for organizational change. Thousands Oaks, CA: Sage Publications. Grossman, David. (2009). The Genesis of an Organizational Diagnosis: It’s All about Improving Performance. Retrieved on February 20, 2010 from: http://www.hrtools.com/insights/david_grossman/the_genesis_of_an_organizational_diagnosis_its_all_about_imp roving_performance.aspx Business Diagnostic Questions. (2007). Seven S Model Framwork. Retrieved on February 20, 2010 from: http://www.change-management.net/7smodel.htm Change management - The systems and tools for managing change. (2006). Retrieved on February 20,2010 from: http://www.change-management.com/tutorial-change-process-detailed.htm Long Term Success through Deep Organizational Diagnosis (2007). Retrieved on February 20, 2010 from: http://www.hrconsultant.com/aw/aw_ter_long_term_success.html#top Scope & Change Control (2005). Retrieved on February 18, 2010 from: http://www.epmbook.com/scope.htm Vision and the Management of Change. (2008). Retrieved on February 18, 2010 from: http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch19.html