Organizational Design, Diagnosis, and Development

1. Organizational Design, Diagnosis, and Development Session 11 Organizational Diagnosis, I

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

3. The Open Systems Model Goals & Strategies Culture Behavior & Processes Technology Structure Outputs Input Resources Environment

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

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

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

7. Model for Organizational Diagnosis

8. Data for Organizational Level Diagnosis • Environmental data • Industry structure data • Goals & strategies • Organizational design & structure • Organizational performance • Productivity • Stakeholder satisfaction

9. Model for Group Level Diagnosis Goal Clarity Outputs Team Effectiveness Inputs Organizational Design Team Function-ing Task Structure Group Norms Group Composition

10. Data for Group Level Diagnosis • Organizational design & structure • Goal clarity • Task structure & technology • Team functioning • Group processes • Group norms • Team effectiveness

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

12. Data for Job Level Diagnosis • Organizational design • Group design • Personal characteristics • Skill variety • Task identity

13. Data for Job Level, Continued • Task significance • Autonomy • Feedback about results • Individual effectiveness

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

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.