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Organizational Design, Diagnosis, and Development






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Organizational Design, Diagnosis, and Development. Session 11 Organizational Diagnosis, I. Objectives. To understand the open systems model and its usefulness in diagnosing organizations To be familiar with diagnosis at varying levels of the organization
Organizational Design, Diagnosis, and Development

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Slide 1

Organizational Design, Diagnosis, and Development

Session 11

Organizational Diagnosis, I

Slide 2

Objectives

  • To understand the open systems model and its usefulness in diagnosing organizations

  • To be familiar with diagnosis at varying levels of the organization

  • To be familiar with useful data at each level of analysis

  • To review factors related to the assessing the feasibility of change in an organization

Slide 3

The Open Systems Model

Goals & Strategies

Culture

Behavior & Processes

Technology

Structure

Outputs

Input

Resources

Environment

Slide 4

Key Features of the Model

  • Environments affect inputs, internal operations, & outputs

  • Organizational inputs can be used as inputs for maintenance and growth

  • Organizations are influenced by members as well as environments

  • System elements are interrelated and influence each other

Slide 5

Key Feature, Continued

  • Organizations are constantly changing

  • Organizational success depends on ability to adapt to or to final a favorable environment, tie people into their organizational roles, and manage operations

  • Any level or unit within an organization can be viewed as a system

Slide 6

Issues in Gathering and Analyzing Data

  • Level appropriate data and measurement problems

  • Choosing effectiveness criteria

    • types of criteria (outcomes, processes, structures)

    • comparison standards

  • Problems in measuring effectiveness

  • How to choose criteria

Slide 7

Model for Organizational Diagnosis

Slide 8

Data for Organizational Level Diagnosis

  • Environmental data

  • Industry structure data

  • Goals & strategies

  • Organizational design & structure

  • Organizational performance

  • Productivity

  • Stakeholder satisfaction

Slide 9

Model for Group Level Diagnosis

Goal Clarity

Outputs

Team

Effectiveness

Inputs

Organizational

Design

Team

Function-ing

Task

Structure

Group

Norms

Group

Composition

Slide 10

Data for Group Level Diagnosis

  • Organizational design & structure

  • Goal clarity

  • Task structure & technology

  • Team functioning

  • Group processes

  • Group norms

  • Team effectiveness

Slide 11

Model for Job Level Diagnosis

Skill Variety

Outputs

Individual

Effectiveness

Inputs

Organizational

Design

Group

Design

Personal

Characteristics

Autonomy

Task

Identity

Feedback

About

Results

Task

Significance

Slide 12

Data for Job Level Diagnosis

  • Organizational design

  • Group design

  • Personal characteristics

  • Skill variety

  • Task identity

Slide 13

Data for Job Level, Continued

  • Task significance

  • Autonomy

  • Feedback about results

  • Individual effectiveness

Slide 14

Assessing Feasibility of Change

  • Does organization need strategic change

  • Is there readiness for change

  • How will stakeholders react to change

  • Does organization have capacity to implement change

  • Will proposed change achieve desired results

  • Methodological issues

Slide 15

Backwards & Forwards

  • Summing up: Today we examined the open systems model and its implications for analyzing organizations. A model for analysis was presented which provided for assessment at the organizational, group, and job level

  • Looking ahead: Next time we continue to explore diagnosis by examining techniques of collecting data.


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