CHAPTER 3 :

DIAGNOSING ORGANIZATIONS

● Is a systematic approach of determining and examining the exact nature of

The problem identifying the underlying causes, and providing a basis which a

Solution can be presented.

Scope of Organizational Diagnosis

● Department

● Products

● Relationship

● Structure

DIAGNOSTIC MODELS

The Analytical Model:

● This model studies interdepartmental issues in marketing, finance,

production Human resource and technology. The four characteristics

studied in this model Are degree of departmental structure ranging from high,
medium, to low; time Orientation of members which is either short or long
personal orientation of Members like controlling, permissive or directive and
goal orientation of Members

The Emergent-Group Model:

● This model studies behavior in work groups like activities,

interactions,Feelings, and norms. It Stresses team effectiveness as reflected
 in-group Functioning clarity in team goals, task structure and group
composition.
Effectiveness of teams is exhibited in high group morale, collaborative
Interrelationships and team productivity.

The Management Consulting Model:

● The organization conducted significant analysis to ensure a clear

vision,Mission, and goals. Human resources systems, finance, market
research, and
Office administration were developed to ensure profitability, and effective
Management.

Socio-technical Model:

● This model analyzes the organization’s social and technological

interaction With the environment. Both industry and the general environment
affect Organizational effectiveness. Organizations align their organizational
Structure, culture, strategies, human resource system and measurement
Systems with the environment to attain efficacy in the organization

DIAGNOSTIC PROCESS
The process of diagnosing problem areas involves the following steps:
1. Identifying the possible problem areas - Any organizational concern
becomes an opportunity for favorable change.
2. Gathering relevant data and information - Observations are good sources
of information.
3. Classifying, analyzing and presenting gathered data to the client - This
evaluation process brings to the fore the expertise of the organization
consultant.
4. Identifying problem areas by both client and consultant - It is necessary
that both consultant and dient come together to verify and agree on the
observed critical issues, troubles and dilemmas happening in the
organization.
5. Specifying target clients - Once these problem areas have been identified,
both client and consultant agree on the intended clients. Who are the clients most
and least affected by these problems?
6. Selecting appropriate change intervention strategies - Having identified
the problem areas and the target clients, change interventions can now be
selected for implementation.
7. Determining the degree of change attained - The parameters for change
have to be clearly delineated. Data may be either quantitative or qualitative or both.
8. Implementing the change - Once the organization development
interventions have been identified and the degree of change have been
determined, change is executed.

Analyzing Diagnostic Information

Qualitative Tools
 Content Analysis Model:
it is a process of summarizing comments into meaningful conclusions. it is
formal in treatment.
 Force Field Analysis Model:
The force field analysis model is derived from Kurt Lewin’s three step model of
Change (Robbins, 2003). This model shows the reaction of two strong forces. The driving
forces are individuals working toward the acceptance of a change Program while restraining
forces are people blocking acceptance of the said Change.

Quantitative Tools

● Statistical Measures

Two important statistical measures are used in quantifying diagnostic organization

Development data. They are the mean and the standard deviation. The mean is

Essentially a measure of central tendency. It is an average value that is

Representative of all the other data. It is useful in that summarizes all the data into

One single value. On the other hand, the standard deviation is a measure of

Variability. Also a summary value, it averages the deviations of each of the

Organization development diagnostic result from the mean.

● Frequency Distributions and Scatter Diagrams

The frequency distribution is a method of showing the organization development

Diagnostic results through class intervals with corresponding frequencies. On the

Other hand, the scatter diagram is a graphical presentation of the organization

Development diagnostic results.

● Significant Differences and Relations

Inferential statistics is used to draw conclusions and generalizations about a given

Population based on sample results. Hypothesis testing is conducted to test for

Significant differences. Tests like z-test and t-test are used correspondingly

Depending on the sample size. On the other hand, the coefficient of correlation is

Used to test for significant relationship.

Feeding Back Diagnostic Information

One of the most important phases in the organization development process is

Feeding back diagnostic information. Use of examples can help give a clearer picture

Of organizational conditions. Feedback data should be accurate, direct, clear, and

Verifiable. There should be no room for ambiguity.

Survey Feedback

The survey feedback is a special combination of data collection and information

Feedback and information feedback. It is one of the most convenient ways of

Collecting data from organization members.