Diagnostic Models across levels of Analysis

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 Open Systems Model

Environment

Inputs Transformations Outputs

• Information • Social Component • Goods
• Energy • Technological • Services
• People Component • Ideas

Source: Cummings and Worley , 8e

Feedback

2
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 Organization-Level
Diagnostic Model

Inputs Design Components Outputs

Technology
General

Effectiveness
Organization
Environment Strategy Structure

Industry
Structure
HR Measurement
Systems Systems

Source: Cummings and Worley , 8e

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Organization-Level Inputs

• General Environment
– External forces that can directly or indirectly affect the attainment of
organizational objectives
– Social, technological, ecological, economic, and political factors
• Industry Structure
– External forces (task environment) that can directly affect the
organization
– Customers, suppliers, substitute products, new entrants, and rivalry
among competitors

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Organization Design Components

• Strategy
– the way an organization uses its resources (human, economic, or
technical) to gain and sustain a competitive advantage
– Mission, Vision, Goals, strategic intent and functional policies
• Structure
– how attention and resources are focused on task accomplishment
– How various subsystems are aligned within the organization
• Technology
– the way an organization converts inputs into products and services

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Organization Design Components

• Human Resource Systems

– the mechanisms for selecting, developing, appraising, and rewarding
organization members
• Measurement Systems
– methods of gathering, assessing, and disseminating information on
the activities of groups and individuals in organizations

Organization 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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Outputs

• Organization Performance
– e.g., profits, profitability, stock price
• Productivity
– e.g., cost/employee, cost/unit, error rates, quality
• Stakeholder Satisfaction
– e.g., market share, employee satisfaction, regulation compliance

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 Group-Level Diagnostic Model

Inputs Design Components Outputs

Goal Clarity

Organization Task Team Team

Design Structure Functioning Effectiveness

Group Group
Composition Norms

Source: Cummings and Worley , 8e

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Group-Level Design Components

• Goal Clarity
– Extent to which group understands its objectives
– Method of measuring, monitoring and feeding back information to
group members

• Task Structure
– the way the group’s work is designed
– Coordination of member efforts : Degree to which tasks are structured to
promote interaction between members
• Interdependent tasks vs. Independent tasks
– Regulation of task behaviors – degree to which members can control
their own task behavior

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Group-Level Design Components

• Team Functioning
– the quality of group dynamics among members
• Group Composition
– the characteristics of group members
– E.g., demographics, skills etc.
• Group Norms
– the unwritten rules that govern behavior
– E.g., performance norms, decision making processes etc.

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Group-level Outputs

• Product or Service Quality

• Productivity
– e.g., cost/member, number of decisions
• Team Cohesiveness
– e.g., commitment to group and organization
• Member Satisfaction

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Group-level Analysis

• Group level analysis answers the following questions

– How clear are the group’s goals
– What is the group’s task structure e.g., how do they share information, how
do they interact
– What is the composition of the group
– What are the group’s performance norms
– What is the nature of interpersonal relations in the group

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 Individual-Level Diagnostic Model

Inputs Design Components Outputs

Organization Skill variety

Design
Task Individual
Group Identity Autonomy Effectiveness
Design
Task Feedback
Personal Significance about Results
Traits

Source: Cummings and Worley , 8e

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Individual-Level Design Components

• Skill Variety
– The range of activities and abilities required for task completion
• Task Identity
– The ability to see a “whole” piece of work
• Task Significance
– The impact of work on others
• Autonomy
– The amount of freedom and discretion
• Feedback about Results
– Direct and quantifiable knowledge of task performance outcomes

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Individual-level Outputs

• Performance
– e.g., cost/unit, service/product quality
• Absenteeism
• Job Satisfaction
– e.g., internal motivation
• Personal Development
– e.g., growth in skills, knowledge, and self

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 Illustrations of Diagnostic Interventions
Individual level
Group level
Organizational level

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 Individual Level - FIRO-B

eI eC eA
expressed expressed expressed
inclusion control affection

wI wC wA
wanted wanted wanted
inclusion control affection

• 0, 1, 2 LOW Needs / Behaviors are rarely displayed by you

• 3, 4, 5, 6 MEDIUM Needs / Behaviors will be a noticeable characteristic of you,
but only some of the time
• 7, 8, 9 HIGH Needs / Behaviors are a noticeable characteristic of you in
most situations

Using FIRO for organizational diagnosis 17

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Group Level - Sociogram

B Isolate
A #=0
#=3

Clique
C One-way choice
E
#=2 D
#=1
#=5

Star

Mutual choice

F
Sociogram as a diagnostic tool #=1

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Organizational Level - Diagnosing Organization Culture and
Environment
• Competing Values Approach
– Pattern of values emphasis characterizing the organization
• Deep Assumptions Approach
– Pattern of unexamined assumptions that solve internal integration and
external adaptation problems well enough to be taught to others
• OCAI (Organizational Culture Assessment Inventory)
– Existing and desired culture
– Collaboration, Controlling, Competition, Creativity (Cameron and Quinn)

• MOST – Mission / Objectives / Strategy / Tactics

• RESOURCE AUDIT – Physical / Financial / Human / Knowhow

Measuring and Assessing Culture

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Competing Values Approach
Flexibility & Discretion
Internal Focus & Integration

Clan Adhocracy

Hierarchy Market

Stability & Control Bluedorn et al

Cameron and Quinn, 1999
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 Organizational Diagnosis

INTERNAL MOST + RESOURCE AUDIT

DIAGNOSIS

Strengths Weaknesses

Opportunities Threats

EXTERNAL
DIAGNOSIS

PESTLE + FIVE FORCES 21

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 Data Collection - Feedback Cycle

Core Activities

Planning to Collecting Analyzing Feeding Following

Collect Data Data Data Back Data Up

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Questionnaires

• Major Advantages
– Responses can be quantified and summarized
– Large samples and large quantities of data
– Relatively inexpensive
• Major Potential Problems
– Little opportunity for empathy with subjects
– Predetermined questions -- no chance to change
– Over-interpretation of data possible
– Response biases possible

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 Interviews

• Major Advantages
– Adaptive -- allows customization
– Source of “rich” data
– Empathic
– Process builds rapport with subjects
• Major Potential Problems
– Relatively expensive
– Bias in interviewer responses
– Coding and interpretation can be difficult
– Self-report bias possible

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 Observations

• Major Advantages
– Collects data on actual behavior, rather than reports of behavior
– Real time, not retrospective
– Adaptive
• Major Potential Problems
– Coding and interpretation difficulties
– Sampling inconsistencies
– Observer bias and questionable reliability
– Can be expensive

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Unobtrusive Measures

• Major Advantages
– Non-reactive, no response bias
– High face validity
– Easily quantified
• Major Potential Problems
– Access and retrieval difficulties
– Non-causal in nature, e.g., increase in productivity could be a result
of change in recording procedures and not better methods

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Analysis Techniques

• Qualitative Tools
– Content Analysis
– Narratives
• Quantitative Tools
– Descriptive Statistics
– Measures of Association (e.g., correlation)
– Difference Tests

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 Thank you for your time and attention

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