The document discusses approaches to problem diagnosis in organizations. It explains that diagnosis involves collecting information through interviews, observations, and documents, analyzing the information, and providing feedback. The diagnosis focuses on organizational sub-systems, management, departments, groups, processes, and relationships. Strategies for organizational development implementation include building trust, creating readiness for change, using models of organization development, T-group training, and assessing the impact of interventions.

1. APPROACHES TO
PROBLEM DIAGNOSIS
PRESENTED BY:
AKANSHA BHARGAVA
ANUSHKA KAPOOR
APARAJITA YADUVANSHI
DEEPIKA JEEVNANI

2. DIAGNOSIS IS THE FACT-FINDING PHASE, WHICH PRODUCES
A PICTURE OF THE SITUATION THROUGH INTERVIEWS,
OBSERVATIONS, QUESTIONNAIRES, EXAMINATION OF
ORGANIZATION DOCUMENTS

3. THIS PHASE HAS FOLLOWING STEPS:
• COLLECTING INFORMATION
• ANALYZING IT AND
• GIVING FEEDBACK

4. ORGANIZATION DIAGNOSIS
FOCUSES ITS ATTENTION ON 2
AREAS:
attention on 2
areas
Sub-systems
Top
manageme
nt Departments
Groups
Individual units
Organizational
process
Decision
making
Communicati
on patterns
Interfacing
relationships
between groups
Conflict
management
Setting goals and
planning patterns

5. STRATEGIES OF ORGANIZATION
DEVELOPMENT
IMPLEMENTATION
• TRUST BUILDING
• CREATING READINESS FOR CHANGE
• MODELS OF ORGANIZATION DEVELOPMENT
• T – GROUP TRAINING
• IMPACT OF ORGANIZATIONAL INTERVENTION

6. 1. TRUST BUILDING
• TRUST CAN LEAD TO COOPERATIVE BEHAVIOR AMONG
INDIVIDUALS, GROUPS, AND ORGANIZATIONS.
• FOR EXAMPLE, MANY ORGANIZATIONS HAVE SOUGHT TO
INCREASE COOPERATION BETWEEN PEOPLE AND
GROUPS BY REENGINEERING THEIR STRUCTURES INTO
FLATTER, MORE TEAM-BASED FORMS, IN WHICH AUTHORITY IS
DECENTRALIZED TO “EMPOWERED” LOWER-LEVEL
EMPLOYEES.

7. 2. CREATING READINESS FOR
CHANGE
• READINESS, WHICH IS SIMILAR TO LEWIN’S (1951)
CONCEPT OF
UNFREEZING
IS REFLECTED IN ORGANIZATIONAL MEMBERS’ BELIEFS,
ATTITUDES, AND INTENTIONS REGARDING THE EXTENT TO
WHICH CHANGES ARE NEEDED AND THE ORGANIZATION’S
CAPACITY TO SUCCESSFULLY MAKE THOSE CHANGES.

8. 3. MODELS OF ORGANIZATION
DEVELOPMENT
• THE INFLUENCE OF A SUPERIOR OVER A SUBORDINATE.
• THIS KIND OF INFLUENCE IN THE FORM OF ONE HAVING
POWER OVER ANOTHER IS A CENTRAL FOCUS IN MUCH
OF OUR TRADITIONAL LEADERSHIP RESEARCH AND
TRAINING.
• UPWARD POWER REFERS TO ATTEMPTS BY
SUBORDINATES TO INFLUENCE THEIR SUPERIORS.

9. 4. T – GROUP TRAINING
• EFFORTS TO IMPROVE GROUP FUNCTIONING THROUGH
TRAINING HAVE TRADITIONALLY EMPHASIZED
THE TRAINING OF GROUP LEADERSHIP. AND FREQUENTLY
THIS TRAINING HAS BEEN DIRECTED TOWARD THE
IMPROVEMENT OF THE SKILLS OF THE LEADER IN
TRANSMITTING INFORMATION AND IN MANIPULATING
GROUPS.

10. 5. IMPACT OF ORGANIZATIONAL
INTERVENTION
• COMPETING CHANGE STRATEGIES ARE NOT REALLY
DIFFERENT WAYS OF DOING THE SAME THING-SOME MORE
EFFECTIVE AND SOME LESS EFFECTIVE-BUT RATHER
• THAT THEY ARE DIFFERENT WAYS OF DOING DIFFERENT
THINGS.
• THEY TOUCH THE INDIVIDUAL,
• THE GROUP,
• OR THE ORGANIZATION
• THIS DIMENSION HAS THE ADVANTAGE THAT IT IS RELATIVELY
EASY TO RANK CHANGE STRATEGIES UPON IT AND TO GET
FAIRLY CLOSE CONSENSUS AS TO THE RANKING.