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    2 Diagnosing Organisation ASIN IO 2017

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    Rosyta Nur Azizah
    This document provides an overview of organizational diagnosis and introduces several models for diagnosing organizations. It begins by defining organizational diagnosis as understanding how an organization is currently functioning in order to design effective change interventions. The document then discusses viewing organizations as open systems that interact with their environments. Several principles of open systems theory are covered, including inputs, transformations, outputs, feedback, boundaries, equifinality, and alignment. The document introduces a comprehensive three-level model for diagnosing organizations at the organizational, group, and individual levels. It concludes by outlining an in-class activity where student groups will research and learn different diagnostic models.

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    2 Diagnosing Organisation ASIN IO 2017

    Uploaded by

    Rosyta Nur Azizah
    19 views12 pages
    This document provides an overview of organizational diagnosis and introduces several models for diagnosing organizations. It begins by defining organizational diagnosis as understanding how an organization is currently functioning in order to design effective change interventions. The document then discusses viewing organizations as open systems that interact with their environments. Several principles of open systems theory are covered, including inputs, transformations, outputs, feedback, boundaries, equifinality, and alignment. The document introduces a comprehensive three-level model for diagnosing organizations at the organizational, group, and individual levels. It concludes by outlining an in-class activity where student groups will research and learn different diagnostic models.

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    2_Diagnosing_Organisation_ASIN_IO_2017

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    This document provides an overview of organizational diagnosis and introduces several models for diagnosing organizations. It begins by defining organizational diagnosis as understanding how an organization is currently functioning in order to design effective change interventions. The document then discusses viewing organizations as open systems that interact with their environments. Several principles of open systems theory are covered, including inputs, transformations, outputs, feedback, boundaries, equifinality, and alignment. The document introduces a comprehensive three-level model for diagnosing organizations at the organizational, group, and individual levels. It concludes by outlining an in-class activity where student groups will research and learn different diagnostic models.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    19 views12 pages

    2 Diagnosing Organisation ASIN IO 2017

    Uploaded by

    Rosyta Nur Azizah
    This document provides an overview of organizational diagnosis and introduces several models for diagnosing organizations. It begins by defining organizational diagnosis as understanding how an organization is currently functioning in order to design effective change interventions. The document then discusses viewing organizations as open systems that interact with their environments. Several principles of open systems theory are covered, including inputs, transformations, outputs, feedback, boundaries, equifinality, and alignment. The document introduces a comprehensive three-level model for diagnosing organizations at the organizational, group, and individual levels. It concludes by outlining an in-class activity where student groups will research and learn different diagnostic models.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 12

    DIAGNOSING

    ORGANISATION

    Process, Principles & Models

    Org Asses &


    Intervention
    Overview
    What is org. diagnosis

    The basic principle of diagnosing an organisation:


    the organisation as an open system

    How to diagnose an organisation

    Models of org. diagnosis

    Org Asses &


    Intervention
    What is Organisational Diagnosis?

    The process of understanding how the organisation


    is currently functioning, and it provides the information
    necessary to design change interventions.

     Generally follows from successfull entry & contracting to enable


    diagnostician and organisation jointly determine:
    - organisational issues to focus on
    - how to collect and analyse data to understand the issue
    - how to work together to develop action steps from the diagnosis
     Diagnosis is happening all the time

    Org Asses &


    Intervention
    Diagnosis as a Process of Developing Organisations

    Org Asses &


    Intervention
    Medical vs. Organisational Diagnosis
    Medical Organisational
    Values & The doctor determine the Both parties should be
    Ethical Beliefs process by him/herself involved in all process
    Something is wrong w/ the Diagnosis can be
    Basic
    patient, try to find the problem oriented OR
    Assumption cause of the illness development oriented
    Provide specification what Provide a systematic
    Advantage part of the body should be understanding of
    further treated organisations

    Process One-time assessment All-time assessment

    Org Asses &


    Intervention
    Organisations as Open System
    ENVIRONMENT

    Inputs Transformation Outputs


    Social Component Finished goods
    Information Services
    Technological Component
    Energy Ideas
    FEEDBACK

    Permeable borders

    Organisations exist in the context of a larger environment. This affect how the
    organisation performs and in turns is affected by how the organisation interacts with it.
    Organisations operate within an external environment, takes specific inputs from the
    environment, and transforms those inputs using social and technical process. The
    output of the transformation process are returned to the environment and can be used
    as feedback to the organisation’s functioning.
    Org Asses &
    Intervention
    Environments
    -Everything beyond the boundaries of the system
    -Has indirect & direct influence to organisational performance & outcomes
    -E.g: availability of labor; raw material, customer demands, competition, gov.
    Regulations, political situation.

    Inputs, Transformations, & Outputs


    -Inputs – part of and acquired from the organisation’s external environment
    e.g: information, energy and materials
    -Transformations – the processes of converting inputs into outputs
    1. Social components – people & their work relationships
    2. Technical components – tools, techniques & methods of production/service
    -Outputs – the result of what is transformed by the system & sent to the environment

    Feedback
    -Information regarding the actual performance or the output results of the system
    -Used to control the maintain the system in a steady state to help the organisation adapt
    to changing circumstances
    -E.g: changing of advertising campaign resulting from a market research
    Org Asses &
    Intervention
    Boundaries
    -Close systems have rigid & inpenetrable boundaries
    -Defining tje boundaries of social systems is more difficult as there is a continuous inflow
    and outflow through them`
    -A social system has multiple subsystem and the boundary line for one subsystem may
    not be the same as that for a different subsystem.
    -Conflict over boundaries is always a potential problem within an organisation.

    Equifinality
    -Similar results or outputs may be achieved with different initial conditions and in many
    different ways
    -The function of management is not to seek a single rigid solution but rather to develop a
    variety of satisfactory options
    -Systems theory suggest there is no universal best way to design an organisation.
    Allignment
    -The fit between the organisation and its environment, between inputs and
    transformations, between transformation and outputs, & among the subsystems ot the
    transformational process.
    -The extent to which the features, operations and characteristics of one system support
    the effectiveness of another system
    Org Asses &
    Intervention
    A Comprehensive Model for Diagnosing Organisation
    A. ORGANIZATIONAL LEVEL
    Inputs Design Components Outputs

    System Organization
    General Effectiveness
    Environment Strategy Structure
    e.g., performance,
    Stakeholder productivity,
    expectations People Culture stakeholder
    satisfaction

    B. GROUP LEVEL
    Inputs Design Components Outputs

    Goal Clarity
    Team
    Task Team Effectiveness
    Organization
    Structure Functioning
    Design
    e.g., quality of
    Components work life,
    Group Group performance
    Composition Norms

    C. INDIVIDUAL LEVEL
    Inputs Design Components Outputs

    Organization Individual
    Skill Variety
    Design Effectiveness
    Task Autonomy
    Identity e.g., job
    Group Design
    satisfaction,
    performance,
    Personal Task Feedback about personal
    Characteristics Significance Results development
    Self-Learning Session:
    Finding Diagnostic Models for Organisation

    Divide class into 10 work groups


    Assign each group to explore and learn the subsequent models:

    group 1 : Weisbord’s Six Box Model


    group 2 : Nadler & Tushman’s Congruency Model
    group 3 : Tichy’s Technical Political Cultural (TPC) Framework
    group 4 : Galbraith’s Star Model
    group 5 : Hackman & Morris’s Task Group Design Model
    group 6 : McCaskey’s Framework for Analysing Group
    group 7 : Ledford, Lawler & Mohrman’s Participation Group Design Model
    group 8 : Hackman Oldham’s Job Diagnostic Survey
    group 9 : Herzberg Job Enrichment Model
    group 10 :Harrison Model for Diagnosing Individual & Group Behaviour

    Org Asses &


    Intervention
    Self-Learning Session:
    Exploring Diagnostic Models for Organisation
    See the presentation schedule on the RPS

    What is Self-Learning?
    A group learning that enables each member contributes to learning process – aimed to enhance your
    peer understanding toward the model NOT to impress the lecture
    Worth 10% of your final mark

    To explain the model, please refer to the standardized format provided by the
    lecturer.
    Reminder for nextweek’s activities:
    Self-Learning Results to be submitted by March 10th 2017 (10am) at
    Lecturer’s Desk

    quiz: today’s content, 10 items (see ch.5)


    Resource Person Activity (RPA) group 1 to 3

    Org Asses &


    Intervention
    Suggested References
     Chapter 5, p. 87-94
    Cummings, T.G & Worley, C.G. (2009). Organization Development & Change. 9th Ed. South-Western: Cengage Learning.

    Org Asses &


    Intervention

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