Organizational Diagnosis
Organizational Diagnosis Organizational Diagnosis is an effective ways of looking at an organization to determine gaps between current and desired performance and how it can achieve its goals. In recent years organizational diagnosis has evolved from a technique used as part of the organizational development process to a major technique in its own right. Effective diagnosis should be an organic process in that as you start to look at an organization and its structures and what it does and does not do, change starts, as change progress so does the ‘now’ performance and as such the diagnosis process also needs to re-start. Organizational Development is a process for diagnosing organizational problems. Organizational Diagnosis can be done through Interviews, Surveys, and Group Meetings. History of Organizational Development and the lead to Organizational Diagnostics. Kurt Lewin is said to have played a key role in the early development of organization development as we understand it today. As early as the 1940s, Lewin experimented with a change process which was collaborative in nature and involved himself as consultant and a client group. The process was based on a three-step approach of planning, taking action, and measuring results. The purpose of a diagnosis is to identify problems facing the organization and to determine their causes so that management can plan solutions. An organizational diagnosis process is a powerful consciousness raising activity in its own right, its main usefulness lies in the action that it induces. The major steps of a organization diagnostic cycle include • Orientation • Goal setting • Data gathering • Analysis/ Interpretation • Feedback • Action Planning • Implementation • Monitoring/ Measure • Evaluation. Organizational Change is the movement of an organization from its current state to some future and hopefully effective state. Organizational change does not