ORGANIZATIONAL DIAGNOSIS

Organizational Diagnosis

Organizational Diagnosis

Organizational Diagnosis

Diagnosis can be defined as an analytical process to find out the real situation of the organization at a given time to discover problems and areas of opportunity to correct the first and use the latter.

In diagnosis are examined and improve systems and practices of internal and external communication of an organization at all levels and production of communication by an organization such as stories, metaphors, symbols, artifacts, and the comments that people in the organization do in their daily conversations (Spector, 2010).

Human (people) implications

To carry out a successful organizational diagnosis must meet certain basic requirements:

1. Before starting the diagnostic process is essential to have the intention to change and commitment to customer support by (used in Organizational Development to designate the person or group directly involved in that transformation takes place in the system and with sufficient authority to promote it). That is, who is willing to make changes resulting from the diagnosis?

2. The "customer" should provide ample facilities to the consultant (internal or external) to obtain information and do not hinder the diagnostic process.

3. The consultant will manage the information obtained from a confidential process, giving the general results not to mention those who provided the information.

4. It should also provide feedback on the diagnostic results to the sources from which information was obtained.

5. The success or failure of the diagnosis depends largely on the client and the implementation of agreements made with the consultant

Drivers of the change

We can divide the organizational assessment in three main stages:

1. Information generation, which in turn comprises three aspects:

1. The way information is collected, the tools and processes used.

2. The methodology used to gather information, which follows two streams, the methods used to obtain information from the client (interviews, questionnaires) and used to get from the consultant (observation).

3. The frequency with which information is collected, which depends on the stability of the system.

Organization of information, where it is necessary to consider three key aspects:

The design of procedures for the processing of information.

Proper storage of data.

The ordering of information, so that it is easy to consult.

1. Analysis and interpretation of information, which is to separate the basic elements and examine information in order to answer the questions posed at the outset of the investigation.

Resistance factors

The organizational assessment is divided into two main perspectives, functional and a cultural one, each with ...