Organizational diagnosis ppt
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ORGANIZATIONAL DIAGNOSIS
Sem III(HR)
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How do you eat an elephant? One bite at a time
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Definition
Organizational Diagnosis is an effective way of looking at an organization to determine gaps between current and desired performance and how it can achieve its goals.
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Diagnostic Process
Orientation Goal setting Data Gathering Analysis Interpretation Feedback Action Planning Implementation Monitoring/Measurement
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purpose
Collection of data Shared understanding of a system Identification of strengths, opportunities
and problem areas Determine whether change is desirable Feeding data base back into the
organization
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Phases of Diagnosis
Entry Data collection Feedback
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Challenges at the entry stage
Client resistance Expectations from the consultants Role of client and consultant Vested interests Info provided to consultants Rejection of consultant Managing of client relationships
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Solutions
Clear letter of contract Effective liaison system Clarity about who will participate
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Data Collection Useful data What to collect Who to collect it How to collect it Confidentiality Accesses to archives
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Data collected from----
Organizational environment Groups inside and outside organization Individuals whose lives are shaped by
organizations
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methods
Unstructured observations Examination of documents Individual interviews Group interviews Questionnaires
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Analysis
Environmental( O-T) Institutional(S-W)
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Understanding the Pressures for.. Favor & Against Change
Force Field Analysis is a useful technique for looking at all the forces for and against a decision. In effect, it is a specialized method of weighing pros and cons. By carrying out the analysis you can plan to strengthen the forces supporting a decision, and reduce the impact of opposition to it.
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ORGANIZATIONAL DIAGNOSIS
Sem IIISIESCOMS HR Batch
Sep 2014
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Depends on---
Quality of information preserved/presented
Factual information/data Feelings about data concerning human
behaviour Type of industries being serviced.
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Overcoming resistance to Change
Education and Communication Participation and involvement Facilitation and support Manipulation and co-optation Explicit and implicit coercion Negotiation and agreement
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Feedback
Possibility of conflict Effect on culture Effect on working relationships Reduced interaction prior to feedback Groups to whom feedback is being given Feedback meetings Recommendations for change Increased understanding of the client
system
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Peer group- intergroup model
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Case study
The company The environment Product/services Posed problem Documentation required Intervention
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Final remarks
Consultant – client relationship Specific interventions Accuracy of data Methodology Timely and relevant feedback Management of conflicts Constant communication