Organizational Diagnosis



Organizational Diagnosis

Introduction

Organizational diagnosis is the process of identifying the problems that may exist in an organization. Like a diagnosis system of medicine, professionals of an organization conduct a thorough diagnosis by studying the symptoms and moving towards the actual problem. When the problem is identified among the various symptoms, the members and professionals collect all relevant information of the organization, considering it a system as a whole. The information is shared with all the relevant members of the organization to be part of the solution, while identifying the areas requiring change and corrections (Fields, 2002).

In other words the term organizational diagnosis tends to revolve around the concept of systematic collection and analysis of information on the status of the organization or its individual subsystems in order to identify the problems of functioning and decipher the ways to overcome those problems. Thus, in the process of diagnosis it is important not only to identify problems but also to determine the most likely sources of their origin. In the context of the paper we intend to shed light on different models of Organizational diagnosis along with the other related notion. It would be done in order to develop an effective and efficient understanding of the subject.

Discussion

Force Field Analysis

Force Field Analysis is a tool that is used to help facilitate change whether internal or external. The Force Field Analysis tends to be interpreted as the resultant change which tends to become visible as the different forces tends to move either in opposition or along with different forces. As per the modus operandi of the Force Field Analysis, there are two forces that work. Those forces tend to be interpreted as driving forces, which facilitate change and Restraining Forces, which prevent the change occurs.

Leavitt's Model

Above figure tends to decipher the nomenclature of the Leavitt's Model, as it tends to identify the variables within an organization as pitched against the driving forces within an organization. In the context of the Leavitt's Model, the structure variables tends to inculcate the clout forces such as how different things are being communicated or should be communicated within a organization or how organization tends to operate. The technological variable tends to inculcate the apparatus required to fulfill a given task. Drawing form the technological variable, the task variable tends to include all the operations or sub-operations intended to fulfill a service. The people or human variable tends ...