Organizational Diagnosis and Development is condition for CEO, Leaders, Managers who want improved Organizational performance

1. BY
MRS ROSE NANNA
CHARTERED ADMINISTRATOR NIGERIA
ROYAL CHARTERED MANAGER UK
CHARTERED MANAGEMENT CONSULTANT CANADA

2.  Introduction to Organizational Diagnosis
 Comprehensive model for diagnosing
organizational system
 Organizational Development and the leads
to Organizational Diagnostics tools

3.  Organizational Diagnostic, Development
assessment tools
 The importance of organizational Diagnosis
 Designing effective organization intervention
 CASE STUDY

4.  As individual we take all steps necessary to
maintain positive health and take immediate
action if we experience illness.
 Organizations are like human. They have vital
signs, like pulse and blood pressure. These
signs are symptoms, or lag indicators, rather
than root causes.
.

5.  Diagnosing is the process of identifying
symptoms and then tracing them back to
underlying problems.
 Organizational diagnosis is an effective ways
of looking at an organization to determine
gaps between current and desired
performance and how it can achieves its
goals.

6.  To diagnose the problems and causes, which
are coming in the way of productivity and
growth?
 To bring to the executives their own
problems as well as about each other roles
and functions.
 To enable the participating executive to
appreciate each other.

7.  To bring the team spirit of brainstorming to
some tentative ideas for further work.
 To enable the executive to know the Business
Improvement Review (BIR)

9.  Orientation
 Goals setting
 Data gathering
 Analysis
 Action planning
 Implementation
 Monitoring
 Evaluation

12.  This represent the way an organization uses
its resources to gain and sustain a competive
advantage.
 It can also be see by the organizational
mission, goals and objectives.

13.  Structure: The structural system focused on
task accomplishment.
 It represent the basic organizing mode to
divide the overall organization work into
subunit that can assign task to individual and
groups.

15.  Organizational Culture represents the basic
assumptions, values and norm shared by
organizational members.
 It orients employees to company goals and
suggests the suggests the kinds of
behaviours necessary for success

16.  This is concerned with the way an organization
cover its input into products and services.

17.  This system is to make proper alignment to
fit organization specification.
 A strategic Human Resource Plan is then
developed to close the gap, address issues
and improve both people performance and
consequently the resulting effect on
business performance.

21.  Physical health: safety of employee, condition
of machine, illumination cleanliness
 Mental health :organization awareness,
autonomy, creativity, satisfaction,
involvement, organizational evaluation
 Social health: awareness of task of
environment, environmental satisfaction
 Spiritual health: honesty , work as worship

23.  This is a holistic Health-Check in
organization
 The BIR is cost effective for organizational
diagnostic.
 Its identifying strengths and weaknesses in
organizations of all sizes and sectors,
 Its provide an agenda for change.
 It is one of the fastest and most
comprehensive ways of completing
a SWOT analysis on an organization.
 The BIR process is itself based on an
organizational diagnosis questionnaire

24.  The BIR now has a measuring capability
 It is use as a simple model:
 When we have KNOWLEDGE it leads
to UNDERSTANDING which leads to more
effective ACTION.
 This means that before we do anything we
need to KNOW where we are (as an
organization) and what is happening.
With KNOWLEDGE it is easier to UNDERSTAND
what is going on and why, so
any ACTION proposed or undertaken is more
effective

25. The Strategic Review.
 Looks at all aspects of an organization,
Direction, KPI’s, Finance Marketing,
Operations, People, Management Style,
Values etc. Now with benchmarking
capability
 The BIR-S is aimed at larger and team
managed organizations.

26. The Coaching Review
 Looks at the same aspects as the BIR-S with
more focus on Finance and Marketing. Now
with benchmarking capability
 The BIR-C is aimed at the smaller
organization, owner manager led. SME/
Micro business.

27. The HR Review
 Looks at Vision/ Direction, People, Business
Processes, Management Style, Management
Values. Now with benchmarking capability
 The BIR-HR is for any size organization
where the focus is on culture and change. It
was designed for use by HR & OD teams.

28. On Health Check
 This is a one person report on their
perspective of an organization. Available in
Strategic, Coaching & HR versions. Instant
results on-line.
 The BIR-solo is an introduction to the BIR
diagnostic process, and can be converted to
a full review at a later date.

30.  The PRIMO-F model was developed as part
of a SWOT analysis of an organization.
 It provides a consistent structure for
assessment either from within the
organization or to benchmark against a
previous analysis or benchmark against
other organizations.

31.  This research shown that an effective
organization considered necessary to fulfill
the following equation:
 Organizational Growth Effectiveness
=
 Performance to date * Potential for the
future

32.  Where Performance to date (FiMO) included:
 Finance,
 Marketing and
 Operations

33. And Potential for the future (RECoIL) included:
 Resources,
 Experience,
 Controls and Systems
 Innovation and
 Leadership

34.  The equation is not to say that an
organization with a poor performance to
date cannot grow or be successful – just
that it has a lower starting advantage than
an organization which has a proven track
record, equally performance in the past
does not guarantee success in the future!

35.  In many situations it is difficult for
managers to differentiate between
performance to date and potential for the
future, as several areas overlapped, for
example resources, operational leadership
and management. To solve this problem
we developed the PRIMO-F. A simplified
way of showing strengths and weaknesses
in the relevant areas.
 The PRIMO-F Model:
PRIMO-F

36.  PRIMO-F
 People
Resources
Innovation & Ideas
Marketing
Operations
Finance

37.  Performance of the business: how good is it
in terms of its Finance, Marketing & its
Operations?
 Potential for Growth: the up to date
performance is the potential for future
growth.

39.  When organization is moving through phases,
the organization can experience different
levels of health:
 green (excellent health),
 yellow (acceptable health but needs
intervention)
 purple (bad health, needs immediate action).

40.  THANK YOU