Organization Diagnosis & Diagnostic Models

Manali R.Patil

AGENDA

O Meaning of Organisation Diagnosis

O What is Organisation Diagnosis?

O The need for Diagnostic Models

O Types of Diagnostic Models

O Issues in Diagnosis

MEANING OF ORGANISATION DIAGNOSIS

Organisation Diagnosis is a collaborative process

between organizational members and the OD

consultant to collect pertinent information, analyze

it, and draw conclusions for action planning and

intervention.

WHAT IS ORGANISATION DIAGNOSIS ?

O Systematic approach to understand present state

of organization.

O Specifies nature of problem and causes.

O Provides basis for selecting strategies.

O Involves systematic analysis of data.

IMPORTANCE OF DIAGNOSIS

O Simplicity

O Visibility

O Involvement

O Measure what’s important

O Sense of urgency

DIAGNOSTIC PROCESS

Diagnosis is a process which involves :

O Data gathering

O Identification of problem areas

O Interpretation

O Potential action programs

STEPS IN DIAGNOSTIC PROCESS

Step 1: Tentative problem identified

Step 2: Collect data

Step 3: Analyze data

Step 4: Feedback data

Step 5: More data needed?

Step 6: Problem areas identified

Step 7: Is client motivated?

Step 8: Diagnosis and work on problem

Step 9: Monitor and assess results

Flowchart - The Diagnostic Process

WHAT IS A DIAGNOSTIC MODEL?

O An effective diagnostic model allows identifying reliable data to help clients better understand their company’s strengths, deficiencies, and opportunities for improvement, to later articulate a targeted intervention and measurement strategy.

O To effectively improve organizational performance, as well as individual and group development, OD practitioners must be knowledgeable must use quantitative and qualitative methods, as well as, use different diagnosis models to choose the most appropriate intervention’s objectives, resources, and organizational culture and context.

O Diagnostic Models play a critical role.

O Provide conceptual framework to

understand organization.

Contd……

O Entry and contracting processes can result in a

need to understand either a whole system or some

part, process, or feature of the organization. To

diagnose an organization, OD practitioners and

organization members need to have an idea about

WHAT information to collect and analyze.

O Conceptual frameworks that are used to

understand organizations are referred to as

“diagnostic models”.

NEED FOR DIAGNOSTIC MODELS

Types of Diagnostic Models

1. DESCRIPTIVE MODELS

• Most diagnostic models fit under the “descriptive” category.

Examples include:

The Six Box Model

McKinsey: 7S Model

The Burke Litwin Model

Bolman and Deal: Four Frames Model

Diagnosis – The Six-Box Model

Leadership

Purposes

Relationships

Helpful

MechanismsRewards

StructureWeisbord identifies

six critical areas

where things must go

right if organisation is

to be successful.

According to him, the

consultant must

attend to both formal

and informal aspects

of each box.

This model is still widely

used by OD practitioners

Marvin

Weisbord

(Input)

(Output)

MCKINSEY’s 7S MODEL

THE BURKE-LITWIN MODEL

BOLMAN & DEAL FOUR FRAMES MODEL

2. NORMATIVE MODELS

Blake and Mouton’s Grid [Concern for People/Concern for

Productivity 9, 9].

Likert’s Management Systems

Leadership grid / Blake and Mouton Grid / Managerial Grid – 1960’s

O Likert’s Management Systems are

management styles developed by Rensis

Likerts in the 1960s.

O He outlined four systems of management to

describe the relationship, involvement, and

roles of managers and subordinates in

industrial settings.

O Rensis Likert’s and his associates studied

the patterns and styles of managers for

three decades at the University of Michigan,

USA, and identified a four-fold model of

management systems.

O The four systems of management or the

four leadership styles identified by Likert’s

are:

FOUR MANAGEMENT

SYSTEM Exploitative authoritative system

Benevolent authoritative system

Consultative system

Participative (group) system

ISSUES IN DIAGNOSIS

PERCEPTUAL BIAS

DIVERSITY AT WORKPLACE

CONCLUSION

• Organization diagnosis is critical to the organization development

process. By gathering the organization’s information the

practitioner is often able to help the client see the organization

challenge.

References

O Organisational Development – French &

Bell, 6th edition, Tata McGraw Hill

O Theory of Organisational Development and

Change – Thomas Cummings, & Christopher

Worley, 9th edition, Cengage