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Using a Model for Organisation Diagnosis

Using a Model for Organisation Diagnosis. Caryn Kaftal. corporate research forum 2 March 2011. Collect Data. Analyze Data. Understand Problems and Causes. Identify Solutions to Problems. Develop Action Plans. Take Action. Solving problems of organisation effectiveness. Prior Notions.

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Using a Model for Organisation Diagnosis

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  1. Using a Model for Organisation Diagnosis Caryn Kaftal corporate research forum 2 March 2011

  2. Collect Data Analyze Data Understand Problems and Causes Identify Solutions to Problems Develop Action Plans Take Action Solving problems of organisation effectiveness Prior Notions Symptoms What Data? Data Info Kx Action

  3. Point #1 Collect the right kind of data Am I asking the right questions?

  4. Organizations as Systems Input Output Transformation Mechanism Feedback

  5. Point #2 Think in terms of the whole system Am I considering the overall context?

  6. The Organisation The Congruence Model of Organisation Effectiveness INPUT OUTPUT Environment System Strategy Resources Unit History Individual David A. Nadler—Mercer Delta Consulting

  7. Informal Organization Congruence Model The Organisation INPUT OUTPUT Environment System Formal Organization Strategy Work Resources Unit History Individual People

  8. Point #3 Put the data into context Am I looking at how the whole system works together?

  9. Congruence: Core Hypothesis “Fit” = Effectiveness Organizations will be more effective in transforming strategy into performance, to the extent that they create congruence among components

  10. Business Design Informal Organization Input Output Environment System Formal Organization Strategy Resources Unit Work History Individual People Management Challenges

  11. Strategy- Organisation Alignment Informal Organization Input Output Environment System Formal Organization Strategy Resources Unit Work History Individual People Management Challenges

  12. Organisation Architecture Informal Organization Input Output Environment System Formal Organization Strategy Resources Unit Work History Individual People Management Challenges

  13. Point #4 Bring the system into alignment with the strategy Where will I get the greatest leverage?

  14. What kind of questions to ask? • How would you describe the strategy? To what extent is it widely shared? • What are our critical strengths in delivering this strategy? Weaknesses? How does this compare to our competitor’s position? • What is our unique value proposition? How do our people, our culture and our structure contribute to delivering this proposition? What gets in the way? • What do we most need leadership to deliver to succeed in the future? What needs to change? What are our strengths to leverage? Weaknesses to avoid? • How would we define our culture? What, if anything, should we focus on to facilitate execution? • What are the strengths of the systems and processes delivering our strategy? Weaknesses? • How do the ways we organise help or hinder our ability to win in the future? • How consistent are the messages we hear? To what extent do they reinforce the challenges we face?

  15. The Burke-Litwin Model

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