MGMT 410/510 Topics in Organization

DevelopmentApril 15

• What’s so Important about Diagnosis?• What is Organizational Diagnosis?• The Diagnosis Process• Data Collection Methods• Diagnostic Models

What is Organizational Diagnosis?

“Diagnosis is the process of making an assessment of the organization to discover the sources of problems and areas for improvement.”

Don Harvey & Donald R. Brown

What’s so Important about Diagnosis?

• Enhances an Organizations ability and capacity to change

• Provides insights beyond perceptions about patterns of behavior and dysfunctions within the organization

• Helps support continuous improvement

• Simplicity• Visibility• Involvement• Primary Factors• Measure What’s Important• A Sense of Urgency

Critical Issues in Diagnosis

Don Harvey & Donald R. Brown

The Diagnosis Process

Preliminary Problem

Data Collection

Data Analysis & Review

Sufficient Data?

Define Final Problem Statement

Problem Analysis

HoldTake Action Now?

NO

YESNO

YES

Data Collection Methods

• Secondary Sources of Data• Employee Surveys &

Questionnaires• Direct Observation• Interviews• Other Techniques

Diagnostic Models

Relationships:How do we manage conflict among people? With technologies?

Helpful Mechanisms:Have we adequate coordinating technologies?

Purpose:What business are we in?

Structure:How do we divide up the work?

Rewards:Do all needed tasks have incentives?

Leadership:Does someone keep the boxes in balance?

Weisbord’s Six-Box Organizational Model

BurkeEnvironment

Diagnostic Models

Skills

Structure

Strategy

Systems

Style

Sharedvalues

Staffing

The 7-S Framework

HBR 9-497-045

Hard S’s

Soft S’’s

Diagnostic Models

External Environment

Leadership

Practices

Climate

Motivation

Culture

Systems

Mission/Strategy

Structure

Needs & Values

Requirements & Abilities

Burke-Litwin Model of Organizational Performance and Change

FeedbackFeedback Performance

Transformational

Transactional

Capability Maturity Modeling (CMM)

What is CMM?– Original CMM was created for software development– Process maturity framework

• Immature organizations: reactionary, improvised, subjective decision making, missed deadlines

• Mature organizations: planned work activities, defined processes, performance measures, clearly defined roles/responsibilities, a culture that survives its originators

– Evolutionary model for achieving organizational maturity– Based on five distinct levels of maturity

• Initial• Repeatable• Defined• Managed• Optimizing

The 5 Levels of IM Process Maturity

Choosing the Right Model

• Pick one that you thoroughly understand and feel comfortable using

• Select the model that fits the organization

• Pick the model that gather’s the right data – consider current and future needs

• Keep it simple