1. Organizational Design, Diagnosis, and Development Session 11 Organizational Diagnosis, I

2. 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

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

4. 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

5. 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

6. 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

7. Model for Organizational Diagnosis

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

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

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

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

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

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

14. 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

15. 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.