Organisational diagnosis tools and technique
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Organisational diagnosis tools and technique. What is Organisational Diagnosis. The organisation can be compared to human system. Like human system organisational system also has many parts.

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Organisational diagnosis tools and technique

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Organisational diagnosis tools and technique

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.

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.

  • 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.

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.

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?

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?

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?


  • 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?

  • 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?

Purpose of Organisational Analysis

  • Enhancing the general understanding of functioning of the organisation.

  • Planning for growth and diversification.

  • Improving organisational effectiveness.

  • Organisational problem solving.

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?

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.

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.

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?

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?

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.


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