Organisational diagnosis tools and technique

1. Organisational diagnosis tools and technique

2. What is Organisational Diagnosis • The organisation can be compared to human system. • Like human system organisational system also has many parts. • As problem in any part of human system will affect complete body. Similarly any problem in any part of organisation will have effect on over all system efficiency. • Just like Doctor diagnosis the problem on the basis of symptoms and analysis by various tests, an organization facing problem can be diagnosed by organizational specialist. • The human has one single mind which controls all the parts, where as organisations have many minds hence more complex to diagnose.

3. Organisational analysis as a 1st step in Diagnosis • For making organisational diagnosis the strength, weakness and potential of each subsystem need to be examined. • Also various processes that contribute to the effective functioning of that organisation as a whole need to be examined. • 1st step is to examine all management levels. • The 2nd area of diagnosis is the organisational processes that are occurring, which include decision making, communication pattern and style, interpersonal relationship, management of conflict etc.

4. For human beings we keep conducting various tests as he grows to check fitness level. • Similarly we need to keep on checking various parts and process of an organisation to ensure its fitness (competitive) level. • Organisational diagnosis is an exercise to make an analysis of the organisation, its structure, subsystem and processes in order to identify the strengths and weakness. • It can be done as a periodic routine exercise or may be undertaken whenever there is a cognizable problem. • Most of the organisational problems can be solved if the diagnosis is done by competent people.

5. Illustrative List of Organisational Subsystem. • Various departments/ sub systems. • Various levels of managements. • Geographic units. • Functional back ground based subsystems. • Experience and education based subsystems. • Personal and HRD policies. • Research and development. • Stake holders and their contribution. • Financial management. • Marketing management.

6. Illustrative list of Organisational Process • Communication • How is the sharing of information? • How open is communication? • Who has information? Is it in some pockets? • How much of distortion takes place when message are sent? • How good are channels of message? • Do needy people get information on time. • What kinds of information is shared? • Are peoples expectation met in terms of availability?

7. Goal Setting • How goals are set? • Is there clarity of task and objectives? • Who provides clarity and how frequently? • What is the process of goal setting? • Does the process of goal setting ensure commitment to task?

8. Role Clarity • Do employees know well what they are expected to do? • Is there a discipline to plan their work? • To what extent role ambiguity is resulting in tension? • Is there periodic dialogue between superiors and subordinates in this respect? • What is the extent of flexibility in role definition?

9. Culture • What are the norms and values in the organization that are widely shared? • To what extent openness is valued? • Do people trust each other? • Is there general collaborative attitude among staff. • Do people value experimentation, risk taking and initiative. • Is punctuality valued?

10. Management style • Conflict and their management. • Management of mistakes • Organisational learning mechanisms. • Team and team work • Work Motivation. • Are people generally satisfied with their work. • What is the level of their involvement. • Do they take pride in what they do? • What is the level of loyalty to the organisation?

11. Purpose of Organisational Analysis • Enhancing the general understanding of functioning of the organisation. • Planning for growth and diversification. • Improving organisational effectiveness. • Organisational problem solving.

12. Organisational analysis perspectives • Economic perspective. • Focuses on use of money. • Allocation of resources. • Distribution and consumption pattern. • Pricing decision. • Q asked during economic analysis of organisation: • How are the resources allocated? • What is the market structure? • What is the organisation market and its characteristics? • What is the nature of demand for organisation’s services? • What is the cost of making the product or services?

13. Political Analysis • It deals with tactics and strategies followed by the individual in the quest for power and the Q for analysis are: • Who is the most influential in the organisation? • What is the power base? • How is the power distributed? • How is the power used? • What are the ideologies of different groups? • Commitment for the organisational goal.

14. Sociological and social psychology based analysis • What is the nature and categories of employees? • Groups, interest and binding force. • What are the ways of socialising? • What are the attitude of people to work? • Is there alienation? What contribute? • How frequent are the strikes? • Rate of absenteeism, accidents, indiscipline etc.

15. Professional Management Perspective • What are the SWOT of the orgn? • What are the business goals and how they are set? • Is the structure best suited for the goals? • What is the technology being used? • How is the production planned? • What is the financial position of the orgn? • What are the marketing strategy?

16. Applied Behavioural Science Perspective • What is the extent of Openness, Collaboration, Trust, Autonomy etc.? • What is the profile of people who join orgn? • What is the level of organisational health? • What is valued by most people in the orgn? • How much of the creativity is there and is encouraged? • Are the jobs defined clearly? • How is the team work?

17. Methods of Organisational Analysis • Questionnaire • Interviews • Observation • Analysis of record, circulars, appraisal reports. • Analysis of various hard data. • Task forces and task groups • Problem solving workshops. • Seminars, symposia and training programmes. • Examining critical incidents and events etc.

18. Assignment