Ch5: Diagnosing Flashcards
What is Diagnosis?
process of understanding how the organization is currently functioning, and it provides the information necessary to design change interventions
what is the main aim of Diagnosing?
Find out what is the problem-
Role of diagnosis models
shows the relationship among different features of the organization
Points out what areas to examine and what questions to ask in assessing how an organization is functioning
Open Systems Model
The model suggests that organizations acquire specific inputs from the environment and transform them using social and technical processes.
Inputs- Info, energy
Transformation- Social component and Technological component
Output- finished goods, services, Ideas
External: Environment
Feedback from output influences transformation and feeds into inputs
Environment in Open system model
All forces or factors outside of the org system that can directly/indirectly affect its output.
Inputs for open system
Human capital, information, materials-raw, energy put into workplace
Transformation in open system
Process of converting inputs to outputs.
Social components: Work-related kinds of relationships
Technology- Tools, techniques, methods
Output in open system
Results of what is transformed by the systems.
finished goods, services, ideas
Feedback in open system
info regarding outputs used to control future functioning of the system.
Boundaries in open system
Borders or limits that exist to protect the system. Ensure right input enters, and relevant outputs exit.
Quality control/rules/policies
Alignment in open system
Effectiveness depends on how system components are aligned- coordination
OD practitioner must understand the org coordination: the relationship among departments/alignment of segments in the system
Organizational Level Inputs
General environment
Task environment
Enacted Environment
Rate of change in enviroment
Can be: Simple (easy) or complex(difficult)
Uncertain(No/low info) or Certain (Have info)
Dynamic(everychanging- need quick accurate decisions) vs
Static
Greater rate of change= lesser predictability of certainty of info
Org level design components
Strategy
Technology: (Technical uncertainty and Technical interdependence)
HR systems
Org. Structure
Management Procedures
Culture
Org Outputs
Org Effectiveness:
-Performance: Financial outcomes- profit, earnings per share
-Productivity: Measures of Internal Efficiency like sales per employee/error rates
-Stakeholder Satisfaction: employee (opinion survey), customer- customer loyalty from market share data, Investor satisfaction- stock price
Alignment at Org Level
Does strategy fit with input
Does org design components fit with each other and do they support strategy
Analysis at org level
What is the company general, task, and enacted environment
What are the design components
Group Level Diagnosis Inputs
Org design
Culture
Org level design components
Goal Clarity
Task Structure
Group Composition
Group norms
Team Functioning
Group Level outputs
Team effectiveness:
Performance- ability to control/reduce costs, increase productivity
Quality of work Life-work satisfaction, team cohesion, and organizational commitment.
Group Level Alignment
Does group design fit with input (group input)
Does design components fits with each other
Analysis group level
Org design and culture components too
How clear are group goals
What is group Task structure
What is the composition of the group
Group performance norms
What is the nature of team functioning in the group
Individual Level inputs
organization design, culture, group design, and the personal characteristics of jobholders.
Design components of Individual level
Skill Variety
Task Identity
Autonomy
Task Significance
Feedback of results
