OE Discussion Post + Replies
Karthik Punukollu
Week 3 Discussion
Top of Form
Organizational Diagnosis Questionnaire
|
From time to time, organizations consider it important to analyze themselves. It is necessary to find out from the people who work in the organization what they think. This questionnaire will help the organization that you work to analyze itself. Directions: DO NOT put your name anywhere on this questionnaire. Please answer all the forty questions. Be open and honest for each of the forty statements, circle only one number to indicate your thinking. Agree Strongly-1, Agree-2, Agree Slightly-3, Neutral-4, Disagree Slightly-5, Disagree-6, Disagree Strongly-7 1. The goals of this organization are clearly stated. 1 2 3 4 5 6 7 2. The division of labor of this organization is flexible. 1 2 3 4 5 6 7 3. My immediate supervisor is supportive of my efforts. 1 2 3 4 5 6 7 4. My relationship with my supervisor is a harmonious one. 1 2 3 4 5 6 7 5. My job offers me the opportunity to grow as a person. 1 2 3 4 5 6 7 6. This organization encourages family values. 1 2 3 4 5 6 7 7. My immediate supervisor has ideas that are helpful to my group and me. 1 2 3 4 5 6 7 8. This organization is not resistant to change. 1 2 3 4 5 6 7 9. I am personally in agreement with the stated goals of my work unit. 1 2 3 4 5 6 7 10. The division of labor of this organization is conducive to reaching its goals. 1 2 3 4 5 6 7 11. The leadership norms of this organization help its progress. 1 2 3 4 5 6 7 12. This organization hosts a number of family events which spouses and children can attend. 1 2 3 4 5 6 7 13. I can always talk with someone at work if I have a work-related problem. 1 2 3 4 5 6 7 14. The pay scale and benefits of this organization treat each employee equitably. 1 2 3 4 5 6 7 15. I have the information that I need to do a good job. 1 2 3 4 5 6 7 16. This organization is not introducing enough new policies and procedures. 1 2 3 4 5 6 7 17. I understand the purpose/mission of this organization. 1 2 3 4 5 6 7 18. The benefits program provides for personal and maternity leave. 1 2 3 4 5 6 7 19. The manner in which work tasks are divided is a logical one. 1 2 3 4 5 6 7 20. This organization’s leadership efforts result in the organization’s fulfillment of its purposes. 1 2 3 4 5 6 7 21. My relationships with members of my work group are friendly as well as professional. 1 2 3 4 5 6 7 22. The opportunity for promotion exists in this organization. 1 2 3 4 5 6 7 23. This organization has adequate mechanisms for binding itself together. 1 2 3 4 5 6 7 24. The organization provides for day-care. 1 2 3 4 5 6 7 25. This organization favors change. 1 2 3 4 5 6 7 26. The employees understand the priorities of this organization. 1 2 3 4 5 6 7 27. The structure of my work unit is well designed. 1 2 3 4 5 6 7 28. It is clear to me whenever my boss is attempting to guide my work efforts. 1 2 3 4 5 6 7 29. I have established the relationships that I need to do my job properly. 1 2 3 4 5 6 7 30. The salary that I receive is commensurate with the job/work that I perform. 1 2 3 4 5 6 7 31. Occasionally I like to change things about my job. 1 2 3 4 5 6 7 32. I desire more input in deciding my work-unit goals. 1 2 3 4 5 6 7 33. The division of labor of this organization helps its efforts to reach its goals. 1 2 3 4 5 6 7 34. This organization is open to accommodating varying family situations by permitting flextime or leaves of absence. 1 2 3 4 5 6 7 35. I understand my boss’s efforts to influence me and the other members of the work unit. 1 2 3 4 5 6 7 36. All tasks to be accomplished are associated with incentives. 1 2 3 4 5 6 7 37. There is no evidence of unresolved conflict in this organization. 1 2 3 4 5 6 7 38. This organization’s planning and control efforts are helpful to its growth and development. 1 2 3 4 5 6 7 39. This organization has the ability to change. 1 2 3 4 5 6 7 40. Other work units are helpful to my work. 1 2 3 4 5 6 7 Organizational Diagnosis Scoring Sheet Instructions: Transfer the numbers you circled on the questionnaire to the blanks below, add each column, and divide each sum by five. This will give you comparable scores for each of the eight areas. Purposes Rewards Structure Helpful Mechanisms 1 __1___ 5 __5___ 2 ___2__ 7 __4___ 9 __3___ 14 __1___ 10 __4___ 15 __1___ 17 __1___ 22 _2____ 19 __1___ 23 ___2__ 26 _1____ 30 __7___ 27 __3___ 38 __1___ 32 __3___ 37 ___1__ 33 __1___ 40 __1___ ____9__ ___16___ __11____ __9____ Total Total Total Total ___1.8__ __3.2___ ___2.2__ __1.8___ Average Average Average Average Leadership Family Oriented Relationships Attitudes For Change 3 __3___ 6 __3___ 4 _3____ 8 ___5__ 11 __3___ 12 __7___ 13 __4___ 16 ___3__ 20 ___3__ 18 __1___ 21 __3___ 25 ___2__ 28 ___3__ 24 ___4__ 29 __3___ 31 __1___ 35 __2___ 34 ___1__ 36 __3___ 39 ___1__ __14____ __16____ ___16___ ___12___ Total Total Total Total ___2.8__ _3.2____ __3.2___ _2.4____ Average Average Average Average Interpretation and Diagnosis: A crucial consideration is the diagnosis based upon data interpretation. The simplest diagnosis would be to assess the amount of variance for each of the seven variables. In relation to a score of 4, which is the neutral point, scores above 4 would indicate a problem with the functioning of the organization. The closer the score is to 7 the more severe the problem would be. Scores below 4 indicate the lack of a problem, with a score of 1 indicating optimum functioning. Another diagnostic approach follows the same guidelines of assessment in relation to the neutral point or score of 4. The score of each of the forty items on the questionnaire can be reviewed to produce more exacting information on problematic areas. Thus, diagnosis would be more precise. For example, let us suppose that the average score on item number 9 is 6.4. This would indicate not only a problem in organizational purpose, but also a more specific problem in that there is a gap between organizational and individual goals. This more precise diagnostic effort is likely to lead to a more appropriate intervention in the organization than the generalized diagnostic approach described. Appropriate diagnosis must also address the relationships between the boxes to determine the interconnectedness of problems. |
Discussion
In terms of purpose the organization has an average of 1.8. This average indicates that the organization is very clear on its purpose and that all the stakeholders understand its purpose. Secondly, in terms of rewards, the organization has an average score of 3.2. Since the score is less than 4, it means that the organization does its best to reward its staff. However, there is a huge room for improvement for the organization to motivate its employees. Also, the organization has a good structure with an average score of 2.2. Finally, it has a very effective mechanism to help its employees with an average score of 1.8.
When it comes to leadership, the organization has an average score of 2.8. This score indicates that the organization has very able leadership; however, it can also make a few improvements for perfection. Secondly, the organization is also family-oriented, with an average score of 3.2. However, this score is closer to 4; hence, the organization needs to make a few amendments to its family orientation to better its employees' work environment. Also, in terms of relationships, the organization has an average of 3.2. Therefore, the organization needs to make a few amendments to its relationships to enable employees to build better relationships that will enhance productivity. Finally, the organization's attitude for change is 2.4, which indicates that the organization has a positive attitude towards change.
The organizational diagnosis done above is very essential. It helps the organization understand the various areas that require changes so that the organization can effectively deal with new challenges in the market especially if the evaluation is extensive to understand whether the organization has the right skills and competencies (Govender & Brijball Parumasur, 2016). If a thorough analysis is not done in organization, it is likely to remain stagnant without registering any changes (O’Neil, 2008). Therefore, having undergone the diagnosis, the above organization is likely to improve if it make the relevant changes needed as per the analysis.
References
Govender, P., & Brijball Parumasur, S. (2016). Organizational diagnosis, the stepping stone to organizational effectiveness. Corporate Board Role Duties And Composition, 12(2), 65-76. https://doi.org/10.22495/cbv12i2c1art1
O’Neil, Deborah. (2008). The Importance of Organizational Diagnosis. Organization Development Practitioner. 40. 51-54.
Bottom of Form