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Organization Development and Change: Chapter Five: Diagnosing Organizations
Organization Development and Change: Chapter Five: Diagnosing Organizations
Chapter Five:
Diagnosing Organizations
Thomas G. Cummings
Christopher G. Worley
Learning Objectives
for Chapter Five
• To equip students with a general framework
of OD diagnostic tools from a systematic
perspective
• To define diagnosis and to explain how the
diagnostic process provides a practical
understanding of problems at the
organizational level of analysis
Cummings & Worley, 7e (c) 2001 So 5-2
uth-Western College Publishing
Diagnosis Defined
Feedback
Cummings & Worley, 7e (c) 2001 So 5-4
uth-Western College Publishing
Properties of Systems
Organization
Effectiveness
Environment Strategy Structure
Culture
Industry
Structure
HR Measurement
Systems Systems
• 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