Diagnostic Methodologies, Factors Consideration for diagnosis, Managing Change in Organisations, Ms-25
Briefly discuss different diagnostic methodologies. In your opinion, what factors should be taken into consideration for diagnosis? Substantiate your opinion by citing suitable examples.
Organisational sucess depens on adapting to external change both for inputs and outputs that are valued by customers (;internal and external). The main elements in the model and their key subcomponents are.
(i) Input (or Resources)
(ii)Outputs
(iii)Technology
(iv)Environment
(v)The general environment
(vi)Goals and strategies
(vii)Behaviour and processes
(viii)Culture
(ix)Structure.
The models contains seveal important ideas for diagnosis :
(i) External conditions influence the flow of input (resources), internal operations and the reception of outputs : Internal operations by showing a broken, permeable boundary around the organisation. The external feedback loop depicts for example, reduced demand for the products.
(ii)Organization use many of their products, services and ideas as input to organizational maintenance or growth: A computer firm uses its own machines and software, a university employs some of its doctoral students as instructors.
(iii)Organisations are influenced by their members as well as their environment: Change can also occur incrementally and almost imperceptibly as people reinterpret their jobs and their work environments.
(iv) The eight system elements and their sub-components are interrelated and influence one another : developments with one elements, such as technology, can have consequences for other elements. Even links between elements need not be obvious or intended- for exmple, the acquisition of new computer networking and job descriptions.
(v) Organizatona re constantly changing: Reactive change occurs in response to internal or external problems. Incremental changes do not alter the main features of the system elements.
(vi) Any level or units within an organization can be viewed as a system : Model is applied to a division or even a single operating within the organisation will the focal unit's entire task environment.
(vii)Sveral important ideas for diagnosis : Several important ideas considered to be one of the most straightforward and easy to use system models. Under time constraints or when organisational participants have no prior nowledge of the concept of open systems.
(1) Strategy : Strategy are goals and strategies clear and agreed upon they fit our reasources and environment.
(2) Relationships : Cooperation among interdependent role players. Constructive resolution of conflicts.
(3) Leadership: Does someone keep the boxes in balance, adapt to the environemtn.
(4) Structures : How do me divide the work.
(5) Helpful mechanism are coordinating tehcnologies, like planning, budgeting and controlling adequate.
(6) Rewards : Rewards allocated fairly and equitably. Do important tasks have incentives.
(7) Porras's stream Analysis : Organisationa diagnosis and planned change and is known as stream analysis
The main step in stream analysis are diagnosis of organisational problems.
The main steps in stream analysis are diaganosis of organisational problems. Construction of the diagnostic model then progresses to identifications of core problems that cause of affect symptoms and problems throughout the system. These core problems then become tarets for planned change efforts. Action planning and management of planned change focus on the four stream listed above.
The factos which should be taken into consideration for diagnosis is follows.
(i) Team Intervention.
(ii) The family Group Diagnostic Meeting.
(iii) The family Group Team-Building Meeting.
(iv) Role focusses interventions.
The role analysis process includes :
(i) Activity Analysis.
(ii) Preparation.
(iii) Mission statement of the focal role
(iv) Expectations of the role set members.
(v) Expectation of the focal role.
(vi) Consolidation of expectation.
We should keep some consideration for diagnosis such as :
(1) Increasing the interaction and communication among the groups.
(2) Identifying a common enemy (another group that both groups dislike, which beings the
groups closer together.
(3) Finding a superordinate goal (a goal that both groups desire to achieve but that neither
can achieve without mutual support.
(4) Relating the members of the groups and instuting some forms of training.
(5) Organization mirror interventions.
(6) Job design adn work place design.
(7) Provides feedback, good work/rest schedules.
(8) Job Enlargement, Job rotation, job enrichment.
(9) Work design (Job engineering)
(10) Task variety
(11) Work Breaks/Rest Breaks
(12) Allowance for an anjustment period.
(13) Provide Training.
(14) Vary mental activities.
Organisational sucess depens on adapting to external change both for inputs and outputs that are valued by customers (;internal and external). The main elements in the model and their key subcomponents are.
(i) Input (or Resources)
(ii)Outputs
(iii)Technology
(iv)Environment
(v)The general environment
(vi)Goals and strategies
(vii)Behaviour and processes
(viii)Culture
(ix)Structure.
The models contains seveal important ideas for diagnosis :
(i) External conditions influence the flow of input (resources), internal operations and the reception of outputs : Internal operations by showing a broken, permeable boundary around the organisation. The external feedback loop depicts for example, reduced demand for the products.
(ii)Organization use many of their products, services and ideas as input to organizational maintenance or growth: A computer firm uses its own machines and software, a university employs some of its doctoral students as instructors.
(iii)Organisations are influenced by their members as well as their environment: Change can also occur incrementally and almost imperceptibly as people reinterpret their jobs and their work environments.
(iv) The eight system elements and their sub-components are interrelated and influence one another : developments with one elements, such as technology, can have consequences for other elements. Even links between elements need not be obvious or intended- for exmple, the acquisition of new computer networking and job descriptions.
(v) Organizatona re constantly changing: Reactive change occurs in response to internal or external problems. Incremental changes do not alter the main features of the system elements.
(vi) Any level or units within an organization can be viewed as a system : Model is applied to a division or even a single operating within the organisation will the focal unit's entire task environment.
(vii)Sveral important ideas for diagnosis : Several important ideas considered to be one of the most straightforward and easy to use system models. Under time constraints or when organisational participants have no prior nowledge of the concept of open systems.
(1) Strategy : Strategy are goals and strategies clear and agreed upon they fit our reasources and environment.
(2) Relationships : Cooperation among interdependent role players. Constructive resolution of conflicts.
(3) Leadership: Does someone keep the boxes in balance, adapt to the environemtn.
(4) Structures : How do me divide the work.
(5) Helpful mechanism are coordinating tehcnologies, like planning, budgeting and controlling adequate.
(6) Rewards : Rewards allocated fairly and equitably. Do important tasks have incentives.
(7) Porras's stream Analysis : Organisationa diagnosis and planned change and is known as stream analysis
The main step in stream analysis are diagnosis of organisational problems.
The main steps in stream analysis are diaganosis of organisational problems. Construction of the diagnostic model then progresses to identifications of core problems that cause of affect symptoms and problems throughout the system. These core problems then become tarets for planned change efforts. Action planning and management of planned change focus on the four stream listed above.
The factos which should be taken into consideration for diagnosis is follows.
(i) Team Intervention.
(ii) The family Group Diagnostic Meeting.
(iii) The family Group Team-Building Meeting.
(iv) Role focusses interventions.
The role analysis process includes :
(i) Activity Analysis.
(ii) Preparation.
(iii) Mission statement of the focal role
(iv) Expectations of the role set members.
(v) Expectation of the focal role.
(vi) Consolidation of expectation.
We should keep some consideration for diagnosis such as :
(1) Increasing the interaction and communication among the groups.
(2) Identifying a common enemy (another group that both groups dislike, which beings the
groups closer together.
(3) Finding a superordinate goal (a goal that both groups desire to achieve but that neither
can achieve without mutual support.
(4) Relating the members of the groups and instuting some forms of training.
(5) Organization mirror interventions.
(6) Job design adn work place design.
(7) Provides feedback, good work/rest schedules.
(8) Job Enlargement, Job rotation, job enrichment.
(9) Work design (Job engineering)
(10) Task variety
(11) Work Breaks/Rest Breaks
(12) Allowance for an anjustment period.
(13) Provide Training.
(14) Vary mental activities.
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