Organization Development focusing on organizational diagnosis

Organzational diagnosis

1. Organizational Diagnosis Strategies and Skills

2. What is diagnosis?? OD is a data based activity Reliance on valid information Diagnosis is the starting point Areas of diagnosis: various sub-elements and organizational processes STEP 1 Tentative problem areas identified STEP 2 Collective data STEP 3 Analyze data STEP 4 Data feedback STEP 5 Problem areas identified More data required STEP 6 Client target motivated to work on problem STEP 7 Diagnosis: work on problem causes. Result is change YES NO No change at present

3. Diagnostic models Model is a representation of an organization that helps us to understand what we are observing in organizations Models help to enhance our understanding of OB Models help categorize data about an organization Models help to interpret data about an organization Models help to provide a common short-hand language

4. Diagnostic models The Analytical Model The Emergent Group Behavioural Model The Sociotechnical Systems Model The Force Field Analysis Model Leavitt’s model Likert System Analysis Open systems theory Weisboard’s Model for organizational diagnosis

5. Analytical model Referred to as differentiation-integration model Developed by Paul Lawrence and Jay Lorsch in 1969 Most organizations are composed of differentiated parts or units They must be integrated into a unified effort for the organization to be effective

6. Emergent group behavioural model Based on the work of George Homans Provides a conceptual scheme for analyzing behaviour in work group particularly the interdependence of the groups Helps in understanding how groups operate

7. The socio-technical systems model Developed from the work of Emery Trist There exist in organizations a social system and a technological system Both are inter-related and inter-dependent

8. Force field analysis model Developed by Kurt Lewin It identifies both the driving forces and restraining forces within an organization Model relies upon the change process Current state of affairs (Problem) Desired state of affairs (Goal) Driving forces Restraining forces

9. Leavitt’s Model Developed by Leavitt Model specifies particular variables within organizations: task variables, structure variables, technological variables and human variables Structure Technology Task People/Actors

10. Likert’s system analysis Organizational dimensions include: motivation, communication, interaction, decision making, goal setting , control and performance System 4: Participative group System 3 : Consultative System 2 : Benevolent -Authoritative System 1 : Exploitative- Authoritative Likert’s Framework

11. Open systems theory Premise of this theory is that organizations are social systems which are dependent on the environment INPUT TRANSFORMATION OUTPUT Environment

12. Weisbord’s 6 box model Weisbord proposes 6 broad categories in his model of organizational life Purposes Structure Rewards Helpful mechanisms Relationships Leadership OUTPUT INPUT Environment