ORGANISATION-Level

DIAGNOSIS

Inputs, Design Components & Outputs

Org Asses &

Intervention
 Overview
Brief review of lastweek’s contents
Organisation environments & inputs
Design components

Outputs
Alignment

Org Asses &

Intervention
 Organisations as Open System
ENVIRONMENT

Inputs Transformation Outputs

Social Component Finished goods
Information Services
Technological Component
Energy Ideas
FEEDBACK

Permeable borders

When viewed as open systems, organisation can be diagnosed at three level: the overall
organisation, the group or department and the individual position or job.
Diagnosis can occur at all three levels, or it may be limited to issues occuring at a
particular level.
Effective diagnosis requires understanding what to look for at each level as well as how
the levels affect each other.
Org Asses &
Intervention
 Organisation – Level Diagnosis

A. ORGANIZATIONAL LEVEL
Inputs Design Components Outputs

Technology Organization
General Effectiveness
Environment Strategy Structure
Culture e.g., performance,
Industry productivity,
Structure HR Systems Measurement stakeholder
Systems satisfaction

Design components represent the way the organisation positions and

organises itself within an environment (inputs) to achieve specific outputs.

The combination of design component elements is called

“a strategic orientation”
 Organisation Environments & Inputs
Environmental Types:
General environment
-all external forces that can influence an organisation and affect its effectiveness
-The amount of uncertainty present in social, technological, economic, ecological, and
political/regulatory forces.
Task environment or Industry structure
-Michael Porter – five forces of an organisation’s task environment:
1. Powerful suppliers who can increase prices
2. Powerful buyers
3. Threat of new firms entering into competition
4. Threat of new products or services that can replace existing offerings
5. Rivalry among existing competitors
The environment can be understood in terms of its rate of change (dynamic-static continuum) and
complexity.
The enacted environment
-The organisation members’ perception and representation of its general and task environment

Org Asses &

Intervention
Environmental Dimensions:
Information uncertainty
-The degree to which environmental information is ambiguous
-The greater the uncertainty, the more information processing is required to learn about the

environment.
Resource dependence
-The degree to which an organisation relies on other organisations for resources
-Organisations seek to manage critical sources of resource dependence while remaining as

autonomous as possible.

Resource Dependence
Low High

Minimal environmental constraint, Moderate constraints and

Low low responsiveness to the environment responsiveness to environment

Moderate constraints and

High responsiveness to environment
Maximal constraint and need to be
responsive to environment

Org Asses &

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 Design Components
- Represents the way organisation
converts inputs into products & services
- Includes production methods, work flow &
equipment
- Two features: technical interdependence
& technical uncertainty
- Represents the way organisation - Describes how attention and
use its resources resources are focused on task
- Described by the organisation’s accomplishment
mission, goals and objectives, - Structure needs to be closely
strategic intent & functional Technology aligned w/ the organisation’s
policies. Structure technology
Strategy

- Represents the basic

assumptions, values & norms
Culture
shared by organisation member
to guide member’s perceptions,
HR Systems
thoughts & actions
Measurement
- Includes mechanisms for Systems
selecting, developing, appraising
- Methods of gathering, assessing
& rewarding organisation
& disseminating information on
members
the activities of groups and
individuals in organisations

Org Asses &

Intervention
 Outputs & Alignment
3 components of organisational outputs:
Financial outputs
-E.g : sales, profits, return on investments & earnings per share
Productivity concerns internal measurements of efficiency
-E.g : sales per employee, waste, error rates, quality, or units produced per hour
Stakeholder satisfaction
-Reflect how well the organisation has met the expectations of different groups

2 Questions concerning alignment:

1.Does the organisation’s strategic orientation fit with the inputs?
2.Do the design components fith with each other?

Org Asses &

Intervention
 Case Analysis 1 of 3
1
Work within your pre-assigned group

2 Search any data related to the fast growing company: Uber

https://youtu.be/Vi_AiIQolJ8?t=139

3 Analyse the company and ask the following questions:

1. What’s the company’s general and tasks environment?
2. What are the company strategy, technology, structure, measurement
systems and human resource systems?
3. Describe the company’s culture
4. Analyse how fit the organisastion design components into the
environment?
5. Analyse how fit the design components with each other?

Submission due: Friday, 23.09.2016, 10am

Hardcopy to be submitted on lecturer’s desk : Class A/B/C/D Coordinator
(for all groups, please kindly mention your members on the cover page)

Org Asses &

Intervention
 Suggested References
 Chapter 5, p. 92-105
Cummings, T.G & Worley, C.G. (2009). Organization Development & Change. 9th Ed. South-Western: Cengage Learning.

Org Asses &

Intervention