PRESENTED BY VISHAL HOSKATTA

Diagnosing the organization.

Flow of chapter

Introduction. The need for Diagnosis. Open system model. Organizations as open systems. Diagnosing organizational systems.

Introduction.

Diagnosis is the process of understanding a systems current functioning. It involves collecting the pertinent information about the current operations, analyzing those data and drawing conclusion for potential change and improvement.

It generally follows form successful entry and contracting, which set the stage for successful diagnosis.

Introduction

Values and ethical beliefs that underlie OD suggest that both practitioners and company members should be involved in developing appropriate interventions and implement them.

In cases where the organizations have specific problems, diagnosis can be problem oriented, seeking reasons for the same.

Introduction

It is a collaboration process between organization member and the OD consultation to collect pertinent information, analysis it and draw conclusions for action planning and intervention.

Diagnosis may be aimed at uncovering the causes of specific problem, focused on understanding effectiveness processes, or directed at assessing the overall functioning of the organization or department to discover areas for future development.

Open system model

A set of concepts and relationships describing the properties and behavior of things called system-Organizations, groups and people for e.g..

System are viewed as unitary wholes composed of parts or sub systems; the system serves to integrate the parts into the functioning units.

The general diagnostic model based on system theory that underlies most OD is called : “Open systems Model”

Organization as open system

Open system order an hierarchical ordering. Each higher level of system comprises of lower level systems.

Systems at the level of society comprises of organizations; Organization comprise groups (Department) and group comprises individuals.

Organization as open system

The following key properties of open system are described below: Inputs, transformation and outputs. Boundaries. Feed back. Equifinality. Alignment.

Input, Transformation and outputs.

INPUTS TRANSFORMATIONS OUTPUT.

•Information•Energy

•Social Component•Technological component

•Finished Goods•Services•Ideas

Feed back

Equifinality

It suggests that similar results may be achieved with different initial conditions and in many different ways.

This concept suggest that a manager can use varying degrees of inputs into an organization and can transform them in a variety of ways of obtaining satisfactory outputs.

Alignment

A system’s overall effectiveness is partly determined by the extent to which the different subsystems are aligned with each other. This alignment or fit concerns the relationship between transformations and outputs, and among the subsystems of the transformation process.

It all refers to the characteristics of the relationship between toe or more parts. It represents the extent to which the features, operations and characteristics of one system support the effectiveness of another system.

Diagnosing the organization system

ORGANISATION LEVEL DIAGNOSIS

The general environment represents the external

elements and forces than can affect attainment of

organization objectives.

It can be described in terms of the amount of uncertainty

present

in social, technological, economic, ecological and political

forces.

The more uncertainty in the environment the more

difficult to

design strategic orientation.

An organizations industry structure is another important

input into strategic orientation.

Michael Porters five force model suggests :

1. Supplier power.

2. Buyers power.

3. Threats of substitutes.

4. Threat of entry.

5. Rivalry among competitors

Input: conclusion.

General environment and industry structure describes the inputs content.

The inputs need to be understood for their rate of change and complexity.

An organization's general environment and also industry structure can be characterized by a dynamic static continuum.

Strategic orientation is composed of five

major design component

1.Strategy.

2.Technology.

3.Structure.

4.Measurement systems.

5.Human resource systems.

6.Culture.

A strategy represents the way an organization uses

its resources to achieve its goals and gain a

competitive advantage. It can be described by the

organizations:

1.mission.

2.Goal and objective.

3.Strategic intent.

4.Functional policies.

Technology is concerned with the way an organization

converts inputs into products and services. It represents the

core of the transformation function and includes production

methods, work flow and equipment.

The structural system describes how attention and resources

Are focused on task accomplishment. It represents the basic

organizing mode chosen to 1). Divide the overall work of an

organization into subunits that can assign tasks to individuals

or groups.

The structural system describes how attention and resources

Are focused on task accomplishment. It represents the basic

organizing mode chosen to (1). Divide the overall work of an

organization into subunits that can assign tasks to individuals

or groups. (2) Coordinate these subunits for completion of the

Overall work.

Measurement systems are methods of gathering, assessing, &

Disseminating information on the activities of group and

individuals in organisation.