not I. IVe.

Organisational diagnosis is an exercise attempted to study the organisation,

its structure, subsystems and processes in order to identify the strengths and
weaknesses of its structural components and processes and use it as a base for
developing plans to improve and/or optimise the dynamism and effectiveness of
the organisation.
Organisational diagnosis could be done as aperiodic routine exercise like the
case of periodic medical check up of an individual or may be undertaken
whenever there is a cognizable problem that is affecting the functioning of an
organisation.
2. NEED
The purpose of the analysis is "Organisational Diagnosis". Diagnosis gives
the current state of the organisation or one or more of its subsystems and points
out the areas for improvements that could be made for achieving Organisational
effectiveness. Hence the methodologies presented are limited to this goal.
Organisations can be analysed with different perspectives in mind. The
perspectives one takes depends both on the purpose for which the analysis is
being done and the professional background of the people doing Organisational
analysis. The following perspectives could be used for analyzing organisations:
1, Economics Perspective
2. Political Science Perspective
3. Sociology and Social Psychology Perspective
4. Management Perspective
5. Applied Behavioural Science or OD Perspective|
3. LEVELS OF DLAGNOSIS
=* Ta0Us levels oi Orzanisational diagnosis as per different experts o!

The Warner Burke model

Tiseais he iüowing stages
Initiation of collaboration
Ts:cien-cosultant meeting, when they try to assess whether they are
2 Contracting
Wher. ihe parrs sign a written agrGement in which the partners' claims.
rbions and responsibilities are inciuded most mo often about necessary
resourEs. irne lini: íor ExEcution and desired effects.
3. Diagn osis
The phase of finding out the state of fact of the Organisation which is mainly
based on gathering and analyzing data and information.
4. Feedback
Handing Over to the clients the analyzed and processed information in order
to give them a better and true image of the Organisation's situation.
5. Planning prescribed change
Involving the cliernt in seiection of alternative solutions, their detailed and
minute analysis, selecting a final solution and developing an action plan.
6. Implementing OD Interventions
Implementing the action plan using a particular or in Some cases, a
combination of various OD interventions to execute the plan smoothly and in a
time bound mnanner.
7. Evaluation of the program's effects
This level involves the complete evaluation of the OD program with regards to
the level of its success or failure
It is obvious that the Warner Burke model is more detailed and that the
diagnosis in this case comes closer to a central position in the program of
garisetional change/development.