Organizational Diagnosis

Topics: Organizational studies, Change management, Organizational culture Pages: 5 (1555 words) Published: January 15, 2014

Organizational Diagnosis

Organizational diagnosis is the process of analyzing a company, recognizing what problems the company may have, what strengths the company exhibits, the employees receptiveness to change and how to restructure and implement change to correct any problems. This is done to keep the company from losing money, possibly going under and also to keep the company competitive in a highly competitive marketplace.

The process of an organizational diagnosis is generally performed in a few stages. First, the parent company employees a group of external consultants and researchers to visit the company.
The researchers will usually begin their work with a reconnaissance stage. The consultants will spend some time at the organization getting to know the workers and gaining an initial impression of the company and how it operates. This is done by simply spending time talking with employees, observing day to day behavior and speaking with management.

Following the initial research, the consultants will meet with the organizational clients to develop a written plan of expectations and goals that the organization is wishing to achieve. Generally, companies will hire the consulting firms because they have a problem or series of problems that they need to correct and are unsure of the best way to implement the change successfully. Consultants are a group of skilled workers that are highly educated in management, human psychology, sociology and organizational behavior. Sometimes it is best to hire a non-

biased group of consultants that can observe the company from an external perspective in order to find the best course of action to resolve the problems at hand.
Once the client and consultants have agreed upon a plan of action, the consultants will begin a more in-depth research stage. During this time, consultants will meet with important members of the organization to examine their feelings on change and their perspectives on the consulting project, as well as the proposed change. Consultants may also unobtrusively observe day-to-day tasks among workers and evaluate their communication skills, as well as their interactions. This will help the researchers develop an understanding of the companies interpersonal and power relations. The conducting of surveys and questionnaires is also a means of gathering information from workers on their stances and viewpoints of the corporation and their thoughts on purposing a change.

Researchers will begin a thorough examination of important documents pertaining to the company. These documents can help researchers analyze the organizations strengths and weaknesses, as well as goals and company history. During the examination and researching process, consultants will quickly learn how important members of the organization are willing to accept and enforce a change. If members of the organization are unwilling to enforce and follow through with change, the consultants will need to restructure their goals and means of achieving these. This prevents setting goals that are unattainable. If an organization is going to resist change, there is no need to spend the time to develop a plan to correct problems. This realization of the companies inability to accept and implement change will result in a separate set of issues

that will need to be corrected. Generally, these types of resistance to change are going to be resolved by a change in personnel and the working staff.
This process is designed to prevent setting a plan of attack that will fail, causing the organization to become frustrated when the change is not working, thus setting them further into a hole that they need to dig their way out of.

Once the consultants have spent an adequate amount of time learning about the company and brainstorming ways to successfully implement change, they will develop specific methods of change implementation designed specifically for this...

References: Spector, B. (2012). Implementing organizational change: Theory into practice. Pearson Learning.
Alderfer, C. (1980). Professional psychology. (3 ed., Vol. 11). Retrieved from http://leeds-faculty.colorado.edu/rosse/courses/4003/readings/aldefer.pdf
- This article has a very in-depth look at organizational diagnosis
Janićijević, N. (2010). Business processes in organizational diagnosis. (Vol. 15). Retrieved from http://www.efst.hr/management/Vol15No2-2010/5-Janicijevicfinalno.pdf
- This article has some good charts and graphs to look at
Coleman, J. (2013, 5 6). Six components of a great corporate culture. Retrieved from http://blogs.hbr.org/2013/05/six-components-of-culture/
This is a pretty short article with six components of a successful culture
Cameron, K., & Quinn, R. (1999). Diagnosing and changing organizational culture. Retrieved from http://webuser.bus.umich.edu/cameronk/PDFs/Organizational Culture/CULTURE BOOK-CHAPTER 1.pdf
- This reference is more of the same junk
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