Week 8 Final
Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
5
Diagnosing
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Learning Objectives
Discuss the philosophy and purpose of diagnosis in organization development (OD).
Explain the role of diagnostic models in OD, especially the open-systems model.
Describe and apply organization-level diagnostic processes.
Describe and apply group-level diagnostic processes.
Describe and apply individual-level diagnostic processes.
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Diagnosis Defined
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.
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The Open Systems Model
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Properties of Systems
Environments
Inputs, Transformations, and Outputs
Boundaries
Feedback
Alignment
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Diagnosing Organizational Systems
The key to effective diagnosis is…
Know what to look for at each organizational level
Recognize how the levels affect each other
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Organization-Level Diagnostic Model
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Group-Level Diagnostic Model
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Individual-Level Diagnostic Model
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Organization Environments and Inputs
Environmental Types
General Environment
Task Environment and Industry Structure
Enacted Environment
Environmental Dimensions
Rate of Change and Complexity
Information Uncertainty
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Organization Design Components (1)
Strategy
The way an organization uses its resources (human, economic, or technical) to gain and sustain a competitive advantage
Work Processes
The way an organization converts inputs into products and services
Structure
The way an organization divides and coordinates work into and across subunits which assign tasks to groups or individuals.
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Organization Design Components (2)
Management Processes
Methods for processing information, making decisions, and controlling the operation of the organization
Closely related to structural coordination
Monitor organizational operations and relate information about work activities to managers and members
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Organization Design Components (3)
Human Resource Systems
The mechanisms for selecting, developing, appraising, and rewarding organization members
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
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Organization-Level Outputs
Outputs are measures of how well the design contributes to organization effectiveness on three kinds of outcomes.
Organization Performance
Profits, profitability, stock price
Productivity
Cost/employee, cost/unit, error rates, quality
Stakeholder Satisfaction
Market share, employee satisfaction, stock price, carbon footprint
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Alignment
Diagnosis involves understanding each of the parts in the model and then assessing how the elements of the strategic orientation align with each other and with the inputs.
Organization effectiveness is likely to be high when there is good alignment
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Key Alignment Questions
Does the organization’s strategy fit with the inputs?
Do the organization design components fit with each other to jointly support the strategy?
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