What is an organisation? The Open Systems Model What is organisational effectiveness?. Approaches to measuring organisational effectiveness What is organisational Analysis? Organisational Analysis Cycle Purposes and perspectives of organisational analysis. Data Collection Methods. (Imagery; questionnaire; interviews;Observation;Focus groups; Secondary material, etc. Advantages and Disadvantages of Data Collection Methods Use of appropriate organizational diagnostic models to assess organisations.( a. Kurt Lewin’s Force Field Model; b. Likert’s Management System Model; c. McKenzie’s 7S Model; d. Weisbord 6-Box Model Organisational Capacity Assessment Tools (OCAT). a. Why conduct Organisational Capacity Assessment? b. Organisational Capacity Assessment Process; c. Application of an OCAT Tool Writing an Organisational Assessment Report.

1. ORGANISATIONALEFFECTIVENESS
ASSESSMENT
BY REXFORD ATUNWEY

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By the end of this course,
participants will:
1.Describe what an
organization is;
2.Define organizational
effectiveness
3.Introduction to data
collection methods
4.Use of appropriate
organizational diagnosis
models to assess 2
COURSE OVERVIEW.

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INTRODUCTION
Need for organisations to keep
adapting in the midst of
globalization, rapid socio-
economic changes, technological
explosion.
Demands for customer service
quality, efficiency of operations
and growing competition.
Thus the need for assessing
organizational effectiveness,
change and renewal.
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ORGANISATIONALEFFECTIVENESS
• Organisational effectiveness is the degree to which an
organization accomplishes its goals, satisfies its stakeholders,
has the resources it needs to operate, or creates societal or
environmental impact.
• organizational effectiveness is the degree to which an
organization achieves the goals it set out to achieve.
• The effectiveness of an organisation is relative and could
depend on a number of factors.
• There are various models of assessing Organisational
Effectiveness.
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ORGANISATIONALEFFECTIVENESSMODEL
• Cameron and Quinn proposed that when organizations are able
to sustain multiple competing values, they will be more effective
• These parameters are:
1. The goal approach gauges effectiveness by measuring to what
degree the organization reaches the goals it set out to achieve.
2. The resource-based model looks at the input as a measure of
effectiveness. E.g. Apple, Toyota
3. The strategic constituency model assesses effectiveness by
measuring the degree to which it satisfies those in the
environment who can threaten the organization’s survival.
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ORGANISATIONALEFFECTIVENESSMODEL
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WHATISORGANISATIONALDIAGNOSIS
Organisational diagnosis is an exercise attempted
to:
 analysize the organisation, its structure,
subsystems and processes;
 identify the strengths and weaknesses of its
structural components and processes; and to
develop plans to improve and/or maximise the
dynamism and effectiveness of the organisation.
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WHATISORGANISATIONALDIAGNOSIS
Analysing the organisation, in terms of its components and their
functioning is the first step in a comprehensive diagnosis.
 organisations as systems compose of different component
parts
 The effective functioning of each part is crucial for the overall
functioning of the organisation.
In addition the coordinated functioning of these subsystems
also contributes to organisational effectiveness.
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WHATISORGANISATIONALDIAGNOSIS
As a result organisational diagnosis will focus on:
Structural Parts/Subsystems: E. g. Natural “teams” such as:
 top management
 production department
 A research group
 or levels such as top management, middle management or the work force.
Processes:
 decision-making processes
 communication pattern and styles
 relationships between interfacing groups
 the management of conflict
 the setting of goals and planning methods.
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PURPOSES OFORGANISATIONALDIAGNOSIS
Organisational diagnosis could be organised for the following purposes:
1. Enhancing the general understanding of the functioning of
organisations (i.e. educational or research purposes.)
 Direct beneficiary-Researcher not organisation
 For societal consumption
2. Planning for growth and diversification
 Reveals strengths and weakness
 Structural dimensions: e.g. people, systems, styles, technology,
etc.
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PURPOSES OFORGANISATIONALDIAGNOSIS
Organisational diagnosis could be organised for the following purposes:
3. Improving Organisational Effectiveness or Planning General
Improvements
 introducing new management systems and processes,
 reduction of wasteful expenditure,
 change of work designs to enhance productivity,
 improvements in general health of the organisation etc.
4. Organisational Problem Solving:
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PURPOSES OFORGANISATIONALDIAGNOSIS
Organisational diagnosis could be organised for the following purposes:
4. Organisational Problem Solving to identify the source of the problem
and take action. Some of these could be:
 A sick unit, a bottleneck,
 A communication block,
 a poor performing department,
 frequently occurring conflict between two departments,
 repeated failures of a management system or an organisational process,
 a frequent violation of an organisational norm,
 fall in discipline,
 reduction in output absenteeism, increase in conflicts etc.
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PERSPECTIVES OFORGANISATIONALDIAGNOSIS
Organisational diagnosis could be organised in different perspectives:
These relate to the purpose of the diagnosis. Some perspectives are:
1. Economics Perspective
2. Political Science Perspective
3. Sociology and Social Psychology Perspective
4. Management Perspective
5. Applied Behavioural Science or OD Perspective
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ORGANISATIONALDIAGNOSISMODELS
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• What are organisational diagnosis models:
• They are tools for assessing organisations current level of functioning in
order to:
 understand problems
 identify underlying causes
 design appropriate interventions for change and improvement
(Harrison and Shirom, 1999).
 They are also used to determine organisation’s readiness for change
They are used to determine where the organisation is now, where it
wants to reach and how to get there.

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THEMETAPHOROFORGANISATIONALDIANOSIS
• Organisational Diagnosis is parallel to the Medical Field
MEDICAL FIELD
 Observes and tests patient
Analyses data from lab
 Diagnoses the problem and
prescribes treatment
Gives feedback to patient in the
form of a review
ORGANISATIONAL DIAGNOSIS
 Uses data gathering tools like
surveys, observations, etc.
Analyses data gathered
 Diagnoses the problem the
problem with stakeholders and
prescribes interventions.
 Gives feedback on organisational
diagnosis to client.
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USEOF
ORGANISATIONAL
MODELS
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OrganisationalModels
An organisational model is a representation of an organisation that helps us
to understand more clearly and quickly what we are observing in
organisations. The usefulness of organisational models include:
1. To enhance our understanding of the organisation;
2.To categorize data about an organisation;
3.To interpret data about an organisation;
4.To depict the nature of the relationships between key variables
of the organisation;
5.To focus on particular areas of an organisation.
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ORGANISATIONALDIAGNOSISMODELS
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There are various types of organisational models depending on the purpose
and perspective of the diagnosis/analysis

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ORGANISATIONALDIAGNOSISMODELS
KURT LEWIN’S FORCE FIELD MODEL (1951)
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Lewin identified two forces as
influencing the need for change;
 Driving Forces: such as
environmental forces push for
change.
 Restraining Forces: such as
limited resources, stakeholder
buy-in push against change.

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 To push for change, driving forces
and restraining forces are first
identified and defined;
These two push and pull forces
bring about a disequilibrium at the
current state;
 By working on these two forces,
they settle at an equilibrium
position;
 This is achieved by increasing
driving forces while reducing
restraining forces.
When equilibrium is achieved,
then interventions can be applied
to achieve the desired results
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ORGANISATIONALDIAGNOSISMODELS
KURT LEWIN’S FORCE FIELD MODEL (1951)

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ORGANISATIONALDIAGNOSISMODELS
KURT LEWIN’S FORCE FIELD MODEL (1951)
DRIVING FORCES
Internal
1.
RESTRAINING FORCES
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 Likert described 4 different types of management systems with organisations
which takes into effect the organisational dimensions listed. These are:
1. Participative
2. Consultative
3. Benevolent-Authoritative
4. Exploitative-Authoritative
 Likert developed a 43 item survey instrument with questions relating to the 7
organisational dimensions
 Purpose: Assess employee perceptions at (upper management, supervisors and
lower staff)
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ORGANISATIONALDIAGNOSISMODELS
LIKERT’S SYSTEM ANALYSIS (1967)

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 Likert identified the following elements that need to be identified in order to
assess the organisation. These are:
 Motivation:
Communication:
Interaction:
 Decision Making:
Goal Setting;
Control:
Performance:
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ORGANISATIONALDIAGNOSISMODELS
LIKERT’S SYSTEM ANALYSIS (1967)

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 Likert he describes four different types of management systems within
organizations, which take into account the organizational dimensions he identifies.
These are:
1. System 4: Participative Group
2. System 3: Consultative
3. System 2: Benevolent-Authoritative
4. System 1: Exploitative-Authoritative
 Likert developed a 43-item survey instrument with questions related to the seven
organizational dimensions. The purpose of the instrument was to measure
employees’ perceptions (e.g., upper management, supervisors, and staff) of the
organizational dimensions within the organization.
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ORGANISATIONALDIAGNOSISMODELS
LIKERT’S SYSTEM ANALYSIS (1967)

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ORGANISATIONALDIAGNOSISMODELS
LIKERT’S SYSTEM ANALYSIS (1967)
System 1: Exploitative-Authoritative
1. Decision-making and responsibility at upper levels
of the organisational hierarchy
2. Little to no trust in employees
3. Decisions and roles are imposed on employees
4. Employees cannot openly discuss decisions and
roles with managers
5. Employees may engage in counter-productive
behaviour
6. Motivation by punishments and threats - play on
fear
7. Teamwork and communication are minimal
System 2: Benevolent-Authoritative
• Decision-making extended to middle-managerial
levels
• More trust towards employees, though somewhat
condescendingly
• Responsibility still lies near the top of the hierarchy
• Limited employee consultation on decisions
• Employees still cannot discuss their roles with
managers
• Team members may compete for rewards
• Rewards for performance, but also still a threat of
punishment
• Teamwork and communication are minimal
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ORGANISATIONALDIAGNOSISMODELS
LIKERT’S SYSTEM ANALYSIS (1967)
System 3: Consultative Group
e
1. Decision-making extended to lower-levels when it
significantly affects their role
2. Substantial trust in employees
3. Responsibility often shared with some team
members
4. Decisions can be formed through employee
consultation processes
5. Employees discuss job-related issues horizontally,
and sometimes vertically
6. Teams are more co-operative - communication and
teamwork are good
7. Motivation primarily through reward, but
sometimes punishment
System 4: Participative Group
• Decision-making, responsibility and values are free-
spread across all tiers
• Complete confidence and trust in all employees
• Decisions are formed through group participation
and consultation
• Communication is free and managers actively try to
understand issues
• Employees are co-operative and openly accountable
• Motivation is provided through monetary rewards
and involvement in goal-setting
• Teamwork, satisfaction and therefore productivity,
are high
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McKinsey7SModel(Waterman,Peters,&Phillips1980)
The 7 s are:
1. structure
2. strategy
3. Systems
4. Skills
5. Style
6. staff, and
7. superordinate goals (i.e., share values).
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McKinsey7SModel(Waterman,Peters,&Phillips1980)
The 7 s are:
1. Strategy–is the organization’s alignment of resources and
capabilities to “win” in its market.
2. Structure–describes how the organization is organized. This
includes roles, responsibilities and accountability relationships.
3. Systems– are the business and technical infrastructure,
processes and procedures that employees use on a day to day
basis to accomplish their aims and goals.
4. Shared Values– are the set of traits, behaviors, and
characteristics that the organization believes in. This would
include the organization’s mission and vision.
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McKinsey7SModel(Waterman,Peters,&Phillips1980)
The 7 s are:
5. Style–This is the behavioral elements the organizational
leadership uses and culture of interaction.
6. Staff–This is the employee base, staffing plans and talent
management.
7. Skills–This is the ability to do the organization’s work. It reflects
in the performance of the organization
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Weisbord’sSix-BoxModel(1976)
 Weisbord enables one to analyse the various elements, which
constitute an organization, their interrelationships and the
relationships between the organization and its environment along its
boundaries.
 Weisbord (1976) proposes six broad categories in his model of
organizational life.
 He also tacitly looks at the external environment in the model
 Outlines the importance of formal and informal relationships
 Model is developed along the open systems model of:
 Inputs, process, outputs, and feedback,
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Weisbord’sSix-BoxModel(1976)
 The elements of systems model as seen in Weisbord’s model are:
1. Boundaries of the organisation
 Open/Permeable boundaries:
 Impermeable Boundaries
2. Inputs: machinery, human resources, finance (internal and external),
Technology, ideas, networks of “allied” organisations, partners etc.
3. Outputs: products and services, skilled labour turnover, proprietary
rights.
4. Feedback: quality and quantity of product/services), feedback from
customers, sales volume, etc.
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Weisbord’sSix-BoxModel(1976)
 The six elements Weisbord’s model are:
1. Purpose: i. e. vision, values, and objectives of the organisation
 Vision spells out:
i. How the outside world views the company
ii. What guides the strategies of the company
iii. what energizes and guides employees’ performance
 Values guides the behaviour patterns of members and the type of culture that
exists.
 Objectives are the action plans that lead us to our vision.
Questions the practitioner may ask:
-Do organizational members agree with and support the organization’s
mission and goals?
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Weisbord’sSix-BoxModel(1976)
 The six elements Weisbord’s model are:
2. Structure:
 Levels of authority and responsibilities in the organisation;
 Units or subsystems in the organisation: departments, committees, etc.
 Procedures of decision making
 Rules and regulations in place (how do they affect work
Questions:
-Is there a fit between the purpose and the internal structure of the
organization?
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Weisbord’sSix-BoxModel(1976)
 The six elements Weisbord’s model are:
2. Relationship:
 What types of relations exist between individuals, between
departments, and between individuals and the nature of their jobs?
 Is there interdependence?
 Are there informal
 subgroups?
 How are interpersonal and intergroup conflicts managed? Openly on the
backstage?
 What is the atmosphere in the organisation? Is there any investment
done to take care of it?
 How does the formal side of life in the organisation relate to the
informal side?

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Weisbord’sSix-BoxModel(1976)
 The six elements Weisbord’s model are:
2. Rewards:
 What does the organization formally reward?
 what do organizational members feel they are rewarded and punished?
 What is the organisation doing to develop relationship? (Festivities,
group outings, social events?)
 What is the organisation doing to develop the career development of
employees;
 Is recognition given to employees? Etc.
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Weisbord’sSix-BoxModel(1976)
 The six elements Weisbord’s model are:
2. Leadership/Management:
 Do leaders define purposes?
 Do they embody purposes in their programs?
 What is the normative style of leadership, autocratic or participatory?
 Who makes decisions in the organisations?
 How are decisions made?
 Who has the authority for what? Etc.
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Weisbord’sSix-BoxModel(1976)
 The six elements Weisbord’s model are:
2. Helpful mechanisms/Support systems:
 Do these mechanisms help or hinder the accomplishment of
organizational objectives?
 How is technology used to enhance achievement of organisational
objectives?
 Are there financial management systems in place?
 (b) What levels of authorization of payment and accounting procedures
exist?
 Are there policies to govern the allocation and utilization of the facilities
and resources (vehicles, computers, office facilities etc)?
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NadlerandTushman’sCongruenceModelforOrganizationAnalysis(1980)
Assumptions of Nadler and Tushman’s Model:
1. Organizations are open social systems within a larger
environment.
2. Organizations are dynamic entities (i.e., change is possible and
occurs).
3. Organizational behavior occurs at the individual, the group, and
the systems level.
4. Interactions occur between the individual, group, and systems
levels of organizational behavior.
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NadlerandTushman’sCongruenceModelforOrganizationAnalysis(1980)
Variables of the Congruence Model:
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INPUTS
Environment Resources Resources History Strategy
All factors, including
institutions, groups,
individuals, events, and
so on, that are outside
the organization being
analyzed, but that have
a
potential impact on that
Various assets to which
the organization has
access, including
human resources,
capital, information,
and so on, as well as
less tangible resources
(recognition in the
market, and so forth)
The patterns of past
behavior, activity, and
effectiveness that
may affect current
organizational
functioning
The stream of decisions
about how
organizational
resources will be
configured to meet
demands, constraints,
and opportunities
within the context of
the organization’s
history

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NadlerandTushman’sCongruenceModelforOrganizationAnalysis(1980)
Variables of the Congruence Model:
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System Component (Processes)
Tasks Individual Formal organisation Informal Organisation
The basic and inherent
work to be done by the
organization and its
parts
The characteristics of
individuals in the
organization
The various
structures, processes,
methods, and so on
that are formally
created to get
individuals to perform
tasks
The emerging
arrangements,
including structures,
processes,
relationships, and so
forth

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NadlerandTushman’sCongruenceModelforOrganizationAnalysis(1980)
Variables of the Congruence Model:
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Outputs
Individual Behaviour Group and inter-group
Behaviour
Systems Functioning
Absenteeism, lateness,
turnover, levels of satisfaction,
drug usage, and off-the-job
activities which impact
performance
Intergroup conflict,
collaboration, and quality of
intergroup communication
The various structures,
processes, methods, and so on
that are formally
created to get individuals to
perform tasks

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NadlerandTushman’sCongruenceModelforOrganizationAnalysis(1980)
Nadler and Tushman apply the concept of congruence to their
model. They describe congruence, or fit as
“the degree to which the needs, demands, goals, objectives, and/or
structures of one component are consistent with the needs,
demands, goals, objectives, and/or structures of another
component”
(i.e., how well pairs of components fit together).
For example, a task demands a level of skill and knowledge and
likewise, the individuals available to perform the task possess
varying levels of skill and knowledge.
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NadlerandTushman’sCongruenceModelforOrganizationAnalysis(1980)
Nadler and Tushman (1980) explain that the greater the skill and
knowledge match between the task and the individual, the more
effective the performance will be.
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Galbraith’sSTARModel(1982)
One of the most widely-used organizational design frameworks.
A framework for making design choices and decisions on
organizational strategy and execution.
The model includes five design elements:
 strategy, structure, processes, rewards, and people (Galbraith,
These design elements affect:
 the overall direction of the organization
 the nature of leadership
 he flow of information, and
 the competencies and motivation of workers.
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Galbraith’sSTARModel(1982)
According to Galbraith, strategy is a multi-dimensional concept
which can be defined in a number of different ways.
In general, strategy is the means by which an organization intends
on achieving its objectives and goals with respect to improving or
innovating for competitive advantage.
Leaders, in turn, develop and reinforce the organizational
capabilities need for strategy attainment (Galbraith, 1995; Kates &
Galbraith, 2007).
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Galbraith’sSTARModel(1982)
Strategy What is the formula for success?
How do we differentiate ourselves from
our competitors?
Structure How are we organized?
What are the key leadership roles?
How is the work managed?
Who has power and authority?
Processes How are decisions made?
How does work flow between roles?
What are the mechanisms for authority?
Rewards How is behavior shaped by the goals?
How do we assess progress?
People What skills are needed?
How do we best develop our talent?
People What skills are needed?
How do we best develop our talent?
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Galbraith’sSTARModel(1982)
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The Star Model does not specify a specific performance outcome (e.g.,
organizational culture, performance, or effectiveness).
It is a framework for decision making
Culture, for example, is vitally important for any organization, but cannot be directly
controlled by management.
Rather, culture is a manifestation or outcome of the specific design choices made in
an organization.
Likewise, individual, group, and organizational effectiveness and performance are
considered a byproduct of the variables in the model.
The Star Model depicts the organizational design variables that can be directly
controlled by the leadership in an organization.

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Table
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Vendors Users Consultants Ad Buyers Gross Revenue Company
Revenue
20YY 0 0 2 0 $0 $0
20YY 10 100 50 10 $6,750 $1,013
20YY 50 500 60 500 $33,750 $5,063
20YY 200 2000 100 5000 $135,000 $20,250
20YY 400 4000 120 50000 $270,000 $40,500
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ThankYou
April Hansson
+1 23 987 6554
april@treyresearch.com
Trey Research
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