Organizational Design Diagnosis and Development Session 11 Organizational

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 • 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

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

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

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

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

Model for Organizational Diagnosis

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

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

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

Model for Job Level Diagnosis Skill Variety Inputs Organizational Task Design Group Design Autonomy Individual Effectiveness Identity Personal Characteristics Task Significance Outputs Feedback About Results

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

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

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

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.