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Diagnosing organizational effectiveness


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Diagnosing organizational effectiveness

  1. 1. Diagnosing Organizational Effectiveness A Roadmap toward Corporate 1
  2. 2. Contents 1. Comprehensive Model for Diagnosing Organizational Systems 2. Organization-Level Diagnosis : Strategy, Structure, Culture, People and Technology 3. Group-Level Diagnosis : Group Dynamics and Group Performance 4. Individual-Level Diagnosis : Employee Satisfaction and Performance 5. Designing Effective Organization Intervention If you find this presentation useful, please consider telling others about our site ( 2
  3. 3. Comprehensive Model for Diagnosing Organizational 3
  4. 4. What is Diagnosis? • Diagnosis is the process of understanding how the organization is currently functioning, and it provides information necessary to design change interventions. • It is also a collaborative process between organization members and the OD (organization development) consultant to collect pertinent information, analyze it, and draw conclusions for action planning and 4
  6. 6. Comprehensive Model for Diagnosing Organization A. ORGANIZATIONAL LEVEL Inputs Design Components Outputs Strategy - General Structure Culture Organization Environment Effectiveness - Industry Structure Human Technology Resources B. GROUP LEVEL Inputs Design Components Outputs Goal Clarity Team Task Group - Organization Structure Effectiveness Functioning Design e.g., quality of Group Group work life, Composition Norms performance C. INDIVIDUAL LEVEL Inputs Design Components Outputs Skill Variety Individual - Organization Effectiveness Design Task Identity Autonomy e.g., job - Group Design - Personal satisfaction, Characteristics Task Feedback personal Significance about Results 6
  7. 7. Organizational-Level 7
  8. 8. Organizational-Level Diagnosis Inputs Design Components Outputs Strategy General Environment Structure Culture Organization Effectiveness Industry Structure Human Technology Resources 8
  9. 9. General Environment General • The general environment represent the Environment external elements and forces that can affect the attainment of organization objectives. • It can be described in terms of amount of uncertainty present in social, technological, economic, ecological, and political 9
  10. 10. Five Forces of Industry Structure Buyer Power Supplier Threats of Power Substitutes Industry Structure Rivalry Threats among of Entry 10
  11. 11. Strategy Strategy • A strategy represent the way an organization uses its resources to gain and sustain a competitive advantage. • It can be described by the organization’s mission, goals and objectives, strategic intent, and functional 11
  12. 12. Strategy Formulation Analysis of General Mission – Environment Why We and Industry Exist Structure Vision – Strategy Map : Strategy : What We Translate the Our Game Want to Be Strategy into Plan Action Values – What’s Analysis of Important Organization’s to Us Core 12
  13. 13. Strategy Formulation Strategic Outcomes Satisfied Shareholders Strategy : Strategy Delighted Our Game Map : Customers Plan Translate Excellent the Strategy Processes Motivated 13
  14. 14. Structure Structure • The structural system describes how attention and resources are focused on task accomplishment. • It represents the basic organizing mode chosen to (1) divide the overall work of an organization into subunits that can assign task to individuals and groups and (2) coordinate these subunits for completion of the overall 14
  15. 15. Culture Culture • Organization culture represents the basic assumptions, values, and norms shared by organization members. • It orients employees to company goals and suggests the kinds of behaviors necessary for 15
  16. 16. Elements of Corporate Culture Formation Organization Top Industry System and Management Characteristics Policy View Profile of Organization Employees Structure Corporate 16
  17. 17. Human Resources Systems Human • Human resources systems include Resources mechanism for selecting, developing, Systems appraising and rewarding organization members. • HR systems influence the mix of skills, personalities and behaviors of organization 17
  18. 18. Human Resources Systems Recruitment & Selection Training & Performance Business Development Management Business Strategy Result HR Systems Reward Career Management 18
  19. 19. Technology • Technology is concerned with the way Technology an organization converts inputs into products and services. • It represents the core of the transformation function and includes production methods, work flow and 19
  20. 20. Organizational-Level Diagnosis • What is the company’s general environment? • What is the company’s industry structure? • What is the company’s strategy? • What is the company’s culture? • What are the company’s structure, human resources systems, and technology? 20
  21. 21. Organizational-Level Diagnosis Inputs Design Components Strategy Does the General Environment organization Structure Culture strategic Industry orientation fit Structure with the inputs? Technology Human Resources 21
  22. 22. Organizational-Level Diagnosis Design Components Strategy Do the design Structure Culture components fit with each other? Human Technology Resources 22
  23. 23. Group-Level 23
  24. 24. Group-Level Diagnosis Inputs Design Components Outputs Goal Clarity Organization Task Group Team Structure Functioning Design Effectiveness Group Group Composition 24
  25. 25. Organization Design Organization • Organization design is the major input to Design group design. • It consists of the design components characterizing the larger organization within which the group is embedded : technology, structure, human resources systems and organization 25
  26. 26. Group Components Goal Clarity involves how well the group understand its objectives Task Structure is Group Functioning is the concerned with how the underlying basis of group life group’s work is designed Group Composition Group Norms are member concerns the membership of beliefs about how the group groups should perform 26
  27. 27. Goal Clarity • Goal Clarity involves how well the group Goal understands its objectives. Clarity • In general, goals should be moderately challenging; there should be a method of measuring, monitoring and feeding back information about goal achievement. • The goals should be clearly understood by all 27
  28. 28. Task Structure • Task Structure is concerned with how Task the group’s work is designed. Structure • Task structure can vary along two key dimensions : coordination of members’ effort and regulation of their task 28
  29. 29. Group Functioning Group • Group Functioning is the underlying Functioning basis of group life. • How members relate to each other is important in work groups because the quality of relationship can affect task 29
  30. 30. Group Composition Group • Group composition concerns the Composition membership of groups. • Members can differ on a number of dimensions having relevance to group behavior. • Demographic variables such as age education, and job experience, can affect how people behave and relate to each other in 30
  31. 31. Group Norms Group • Group Norms are member beliefs about Norms how the group should perform task • Norms derive from interaction among members and serve as guides to group 31
  32. 32. Group-Level Diagnosis • How clear are the group’s goals? • What is the group’s task structure? • What is the composition of the group? • What are the group’s performance norm? • What is the nature of team functioning in the group? 32
  33. 33. Individual-Level 33
  34. 34. Individual-Level Diagnosis Inputs Design Components Outputs Organization Skill Variety Design Group Design Task Task Individual Identity Significance Effectiveness Personal Characteristics (skill, knowledge Autonomy Feedback attitude) 34
  35. 35. Individual-Level Diagnosis Organization • Organization design is concerned with Design the larger organization within which the individual job is the smallest unit. Group • Group design concerns the larger group Design or department containing the individual job. • Like organization design, group design is an essential part of the job 35
  36. 36. Individual-Level Diagnosis Personal • Personal characteristics of individuals Characteristics occupying jobs include their age, education, experience, and skills and abilities. • Personal characteristics can affect job performance as well as how people react to job 36
  37. 37. Individual Jobs Dimensions Skill Variety Task Identity Autonomy Five Key Dimensions Task Significance Feedback About 37
  38. 38. Individual Jobs Dimensions Skill Variety The degree to which the job requires a variety of different activities Task Identity Autonomy The degree to which the job The degree to which a job requires completion of a provides freedom and discretion whole and identifiable piece in scheduling the work and of work determining work methods. Task Significance Feedback About Results The degree to which a job has a The degree to which a job provides significant impact on other employee with direct and clear people’s lives information about the effectiveness of task 38
  39. 39. Job Characteristics Model - Hackman/Oldham Core Job Psychological Personal and Dimension States Work Outcomes Skill Variety Experienced Task Identity meaningfulness of Task Significance the wok • High internal work motivation Experienced • High-quality work Autonomy responsibility for performance outcomes of the • High satisfaction work with the work • Low turnover Knowledge of the Feedback actual results of the work 39
  40. 40. Individual-Level Diagnosis • What is the design of the larger organization within which the individual jobs are embedded? • What is the design of the group containing the individual job? • What are the personal characteristics of jobholders? 40
  41. 41. Individual-Level Diagnosis • How much skill variety is included in the jobs? • How much task identity do the jobs contain? • How much task significance is involved in the jobs? • How much autonomy is included in the jobs? • How much feedback about results do the jobs contain? 41
  42. 42. Designing Effective 42
  43. 43. Intervention • A set of sequenced planned actions or events intended to help an organization increase its effectiveness. Intervention • Interventions purposely disrupt status quo; they are deliberate attempts to change an organization or subunit toward a different and more effective 43
  44. 44. Effective Intervention Two Major 1. The extent to which it fits the needs of the organization Criteria to Define an 2. The extent to which it transfer Effective change-management competence to Intervention organization 44
  45. 45. Intervention Success Factors Readiness Capability of Key Factors for Change the Change that can affect Agent intervention success Capability Cultural to Change 45
  46. 46. Types of Intervention Human Process Intervention Structural Intervention Types of Intervention Human Resource Management Intervention Strategic 46
  47. 47. Examples of Human Process Intervention Process This intervention focuses on interpersonal relations and social Consultation dynamics occurring in work groups. Team Building This intervention helps work groups become more effective in accomplishing 47
  48. 48. Examples of Structural Intervention Structural Design This change process concerns the organization’s division of labor – how to specialize task performances. Downsizing This intervention reduces costs and bureaucracy by decreasing size of the organization Reengineering This intervention radically redesign the organization’s core work process to create more responsive 48
  49. 49. Examples of Human Resources Management Intervention Performance This intervention is a systematic process to link between corporate goal Management settings and reward systems. Career Planning & This intervention helps people choose Development career paths and attain career objectives. Reward System This intervention involves the design of organizational rewards to improve employee satisfaction and 49
  50. 50. Examples of Strategic Intervention Merger and This intervention is a systematic process to integrate two or more Acquisition organizations. Cultural Change This intervention helps organizations develop cultures appropriate to their strategies and environment. Organizational This intervention seeks to enhance an Learning organization’s capability to acquire and deploy new 50
  51. 51. Institutionalizing Interventions Effective Intervention Institutionalization Process Enhance Organization 51
  52. 52. Factors Affecting Institutionalization Process Organization Characteristics: • Congruence • Stability • Unionization Institutionalization Process Intervention Characteristics: • Goal Specifity • Programmability • Level of Change Target • Internal Support • 52
  53. 53. Organization Characteristics: This is the degree to which an intervention is Congruence perceived as being in harmony with the organization’s strategy, and structure; its current environment; and other changes taking place. Stability of This involves the degree to which the Environment and organization’s environment and technology Technology are 53
  54. 54. Organization Characteristics: Diffusion of interventions may be more Unionization difficult in unionized settings, especially if the changes affect unions contract issues, such as salary and fringe benefit, job design, and employee 54
  55. 55. Intervention Characteristics: This involves the extent to which intervention Goal Specifity goals are specific rather than broad. This involves the degree to which the Programmability changes can be programmed or the extent to which the different intervention characteristics can be specified early in advance to enable socialization, commitment, and reward 55
  56. 56. Intervention Characteristics: This concerns the extent to which the change Level of target is the total organization, rather than a Change Target department or small work group. This refers to the degree to which there is an Internal internal support system to guide the change Support 56
  57. 57. Intervention Characteristics: This concerns the presence of a powerful Sponsorship sponsor who can initiate, allocate, and legitimize resources for the 57
  58. 58. Recommended Further Readings 1. Thomas Cummings and Christopher Worler, Organization Development and Change, South Western College Publishing 2. Stephen Robbins, Organizational Behavior, Prentice Hall 3. Marvin Ross Weisbor, Organizational Diagnosis : A Workbook of Theory and Practice, Perseus Books 58
  59. 59. End of 59