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Organization Diagnosis Framework Guide

This document provides an overview of organizational diagnosis and change from an open systems perspective. It defines diagnosis as a collaborative process between organizational members and consultants to analyze relevant information and draw conclusions. A general framework is presented, including an open systems model of inputs, transformations, outputs and feedback. Key components of organizational design are also outlined, such as strategy, structure, culture and human resource systems. The document describes how these components should be aligned with each other and with environmental inputs to achieve organizational effectiveness.

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Wazeeer Ahmad
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147 views12 pages

Organization Diagnosis Framework Guide

This document provides an overview of organizational diagnosis and change from an open systems perspective. It defines diagnosis as a collaborative process between organizational members and consultants to analyze relevant information and draw conclusions. A general framework is presented, including an open systems model of inputs, transformations, outputs and feedback. Key components of organizational design are also outlined, such as strategy, structure, culture and human resource systems. The document describes how these components should be aligned with each other and with environmental inputs to achieve organizational effectiveness.

Uploaded by

Wazeeer Ahmad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

Organization Development and Change

Chapter Five:
Diagnosing Organizations

Thomas G. Cummings
Christopher G. Worley
Learning Objectives
for Chapter Five
• To equip students with a general framework
of OD diagnostic tools from a systematic
perspective
• To define diagnosis and to explain how the
diagnostic process provides a practical
understanding of problems at the
organizational level of analysis
5-2
Diagnosis Defined

Diagnosis is a collaborative process between


organizational members and the OD
consultant to collect relevant information,
analyze it, and draw conclusions for action
planning and intervention.

5-3
Open Systems Model
Environment

Inputs Transformations Outputs


• Information • Social Component • Goods
• Energy • Technological • Services
• People Component • Ideas

Feedback
5-4
Properties of Systems

• Inputs, Transformations, and Outputs


• Boundaries
• Feedback
• Equifinality
• Alignment

5-5
Organization-Level
Diagnostic Model
Inputs Design Components Outputs
Technology
General

Organization
Effectiveness
Environment Strategy Structure

Culture
Industry
Structure
HR Measurement
Systems Systems

5-6
Key Alignment Questions
• Do the Design Components fit with the
Inputs?
• Are the Design Components internal
consistent? Do they fit and mutually
support each other?

5-7
Organization-Level Inputs
• General Environment
– External forces that can directly or indirectly
affect the attainment of organizational
objectives
– Social, technological, ecological, economic, and
political factors
• Industry Structure
– External forces (task environment) that can
directly affect the organization
– Customers, suppliers, substitute products, new
entrants, and rivalry among competitors
5-8
Organization Design Components
• Strategy
– the way an organization uses its resources
(human, economic, or technical) to gain and
sustain a competitive advantage
• Structure
– how attention and resources are focused on task
accomplishment
• Technology
– the way an organization converts inputs into
products and services
5-9
Organization Design Components

• Human Resource Systems


– the mechanisms for selecting, developing,
appraising, and rewarding organization
members
• Measurement Systems
– methods of gathering, assessing, and
disseminating information on the activities of
groups and individuals in organizations
5-10
Organization Design Components

• Organization Culture
– The basic assumptions, values, and norms
shared by organization members
– Represents both an “outcome” of organization
design and a “foundation” or “constraint” to
change

5-11
Outputs
• Organization Performance
– e.g., profits, profitability, stock price
• Productivity
– e.g., cost/employee, cost/unit, error rates,
quality
• Stakeholder Satisfaction
– e.g., market share, employee satisfaction,
regulation compliance
5-12

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