CHAPT -5 & 6

CHAPTER
5&6
Diagnosing
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.
Diagnosis
Diagnosis
???
Medical ---scope?
OD – scope?
What is the difference ??
Medical Science ---
- Unidirectional – symptoms are asked – and a report is made
based on data.
OD –
- Collaborative process – data is created in participative manner
and study is done in a participative manner.
Conclusions are arrived by the joint understanding of the OD

consultant and practitioner.
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.
Points to Reflect
• What is an Organization?
• What metaphor comes to your mind?
a figure of speech in which a word or phrase is applied to an object or action to which it is not literally applicable
• What is the limitation and potential of a metaphor

in the context of organization?
Machine : Predictive
Organism : Unpredictive – Humans – Complexity at
org level
5
8 Metaphors of Organization
Gareth Morgan - Images of Organization
6
Organization as
As an Open Systems Model

Diagnostic Models
Diagnostic Models - What are they?
Conceptual frameworks
that
OD practitioners use
to understand
organizations
are referred to as
“diagnostic models.”
• They describe the relationships among different features of

the organization, as well as its environment and its
effectiveness.
Need for Diagnostic Models
• Diagnostic models derive from

conceptions about
how organizations function,
and they tell
OD practitioners
what to look for in diagnosing
organizations, groups, or jobs.
• They serve as a road map for discovering current

functioning.
• Diagnosis in organization development,
however, is much more collaborative than such
a medical perspective implies and does not
accept the implicit assumption that something
is wrong with the organization.
Diagnostic Models
What do they do?
Diagnostic models
point out
what areas to examine
and
what questions to ask
In
assessing how an organization is functioning.
The Open Systems Model
Properties of Systems
• Environments
• Inputs, Transformations, and Outputs
• Boundaries (tentative boundary and look at the interaction of variables within that boundary)
• Feedback
• Alignment
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
Environmental Variables
Figure 1-3
Copyright © 2015 Pearson Education, Inc.

1-15
Organization-Level Diagnostic Model
Organization Environments and Inputs
• Environmental Types
• General Environment
• Task Environment and Industry Structure
• Enacted Environment
• Environmental Dimensions
• Rate of Change and Complexity
• Information Uncertainty
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.
• 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
• 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
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
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
Organization-Level Diagnostic Model
Group-Level Diagnostic Model
Individual-Level Diagnostic Model

CHAPT -5 & 6

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CHAPTER

• Discuss the philosophy and purpose of

Conclusions are arrived by the joint understanding of the OD

• What is the limitation and potential of a metaphor

As an Open Systems Model

• They describe the relationships among different features of

• Diagnostic models derive from

• They serve as a road map for discovering current

The key to effective diagnosis is…

Copyright © 2015 Pearson Education, Inc.

• Human Resource Systems

• Diagnosis involves understanding each of the parts in the model

• Organization effectiveness is likely to be high when there is good

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