MGMT 410/510 Topics in Organization Development April 15 What’s so Important about Diagnosis? What...
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MGMT 410/510 Topics in Organization
DevelopmentApril 15
• What’s so Important about Diagnosis?• What is Organizational Diagnosis?• The Diagnosis Process• Data Collection Methods• Diagnostic Models
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What is Organizational Diagnosis?
“Diagnosis is the process of making an assessment of the organization to discover the sources of problems and areas for improvement.”
Don Harvey & Donald R. Brown
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What’s so Important about Diagnosis?
• Enhances an Organizations ability and capacity to change
• Provides insights beyond perceptions about patterns of behavior and dysfunctions within the organization
• Helps support continuous improvement
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• Simplicity• Visibility• Involvement• Primary Factors• Measure What’s Important• A Sense of Urgency
Critical Issues in Diagnosis
Don Harvey & Donald R. Brown
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The Diagnosis Process
Preliminary Problem
Data Collection
Data Analysis & Review
Sufficient Data?
Define Final Problem Statement
Problem Analysis
HoldTake Action Now?
NO
YESNO
YES
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Data Collection Methods
• Secondary Sources of Data• Employee Surveys &
Questionnaires• Direct Observation• Interviews• Other Techniques
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Diagnostic Models
Relationships:How do we manage conflict among people? With technologies?
Helpful Mechanisms:Have we adequate coordinating technologies?
Purpose:What business are we in?
Structure:How do we divide up the work?
Rewards:Do all needed tasks have incentives?
Leadership:Does someone keep the boxes in balance?
Weisbord’s Six-Box Organizational Model
BurkeEnvironment
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Diagnostic Models
Skills
Structure
Strategy
Systems
Style
Sharedvalues
Staffing
The 7-S Framework
HBR 9-497-045
Hard S’s
Soft S’’s
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Diagnostic Models
External Environment
Leadership
Practices
Climate
Motivation
Culture
Systems
Mission/Strategy
Structure
Needs & Values
Requirements & Abilities
Burke-Litwin Model of Organizational Performance and Change
FeedbackFeedback Performance
Transformational
Transactional
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Capability Maturity Modeling (CMM)
What is CMM?– Original CMM was created for software development– Process maturity framework
• Immature organizations: reactionary, improvised, subjective decision making, missed deadlines
• Mature organizations: planned work activities, defined processes, performance measures, clearly defined roles/responsibilities, a culture that survives its originators
– Evolutionary model for achieving organizational maturity– Based on five distinct levels of maturity
• Initial• Repeatable• Defined• Managed• Optimizing
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The 5 Levels of IM Process Maturity
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Choosing the Right Model
• Pick one that you thoroughly understand and feel comfortable using
• Select the model that fits the organization
• Pick the model that gather’s the right data – consider current and future needs
• Keep it simple