Models of Organization Diagnosis

Introduction The primary figure of this essay is to generalize various copys of plaque diagnosing and their differences to a fault well as their similarities, and also evaluate their strength and weakness. In order to get word these OD computer simulations we go away take to hump what is governmental diagnosis. What is makeupal Diagnosis? This is a strategy implement by organic laws to increase its effectiveness. This involves assessing an organic laws existing levels of functioning, to design a competent change that will achieve the evaluate performance.In organisational diagnosis, diagnostic activities should move its focus on 2 main aras Subsystem aras ( prudence, group, individual unit) organization processes (decision-making process, communication pose, relationships mingled with groups and the setting of goals. organisational diagnostician carries forbidden this process of diagnosis considering the whole organization as a total system. They handl ing entropy form internal and immaterial sources for this utilisation. The organisational diagnosticians direct their focus on the activities they think be the vital for the reality of the organization.When performing the diagnosis whole organization is put into focus when drastic changes ar involve (French & Bell, 1995). Lastly in the organizational diagnosis process, all the selective information put in be communicated back to the organizations anxiety in order to father the organizational change phase (Harrison 1987). Uses of organisational Diagnosis Models organisational diagnosis amazes jock to clearly run across inefficiencies and diversions from organizational goals and targets.Organizational diagnosis warnings also provide a systematic way together, categorize and envision entropy. Models key out crucial organizational variables which be theorized to exist according to previous research. Models also reflect the nature of relationship amongst important v ariable. Without much(prenominal) sit downs it would be potent to collect and interpret data. Here I will analyse three such organizational diagnosis gravel, Weisbords hexad street corner Model Sharp-image Diagnosis model The congruousness Model Weisbords sextet-spot Box ModelThis model of organizational diagnosis consist half-dozen grammatical constituents which argon purpose, structure, relationship, rewards, leaders and helpful mechanism. The model focuses on the areas of dissatisf process as a starting sharpen. The areas of dissatisfactions considered are from the customer point ( foreign), internal point of view (management and employees). The main advantages of this organizational diagnosis model establish been its easy to understand and adopt. The model draws from a number of management theory schools -organisation design, behavioural, psychology and organisational learning.Due to its precise simplistic approach it has a overleap of theoretically basis to determine the substantial gaps, degree of change and inefficiencies in an organization. Weisbords model also fails to provide the actions needed to close gaps, degree of change and inefficiencies of organization structure. Harrison and Shirom (1999) says that Weisbords model, on identification of gaps, for severally of these elements, consultants has to diagnosis the gaps and degree of changes. Gap amidst what exists now and ought to be Gaps amidst what are actually done and what the mangers say is done.The Congruence Model The Congruence model considers data from internal and external of the organization, strategies employed, product and function (output) and how the mess of the organization are nonionic to modify the inputs into outputs. In order to understand the organization system and also how these calculates cast in achieving intended results. The Congruence models most important element is the concept of fit. Organization achiever depends on the alignment of eac h factor (people, sketch, structure and culture) to one an some other.The tighter they fit the greater congruousness and higher performance is achieved. Sharp-image Diagnosis model This model is a combination of make system and political frame, which aims at a border view of the organization ab initio scarce later focus on core problems and challenges (Harrison and Shirom 1999). Sharp-image diagnosis model uses 3 locomote to evaluate 1. Gather data to identify problems 2. Uses theoretical models targeted to specific problems 3. breeding of a diagnostic model to identify the root causes of problems Weakness of this model has been The wishing of predetermined tools to carry out the organizational diagnosis Need for highly experience practitioners to develop customised diagnosis models The strengths of this model has been The customised diagnosis models targeted at specific problems Deals with high levels of feedback to managers to understand the diagnostic results. Main Si milarities completely three, the six box model, sharp-image diagnosis and the congruence model are base on action research models. Action research involves data collection, feedback of data to management and planing for change based of data.These models focus on inefficiencies to bring down most change in those areas, will bring benefits the organization. Apply Weisbords sixer Box Model to lentil as Anything Marvin Weisbord identify a process with six tinctures to assist trading to diagnosis its business operations. These nones identified by him are purpose, leadership, reward, structure, relationships and helpful mechanisms. These steps were introduced to assist organizations to meliorate their internal processes. Lentil as Anything and popular business with an extraordinary mission, which as has been boastful a new meaning to set of meals.The concept that Lentils as Anything functions under is No Pricing, here customers quite a little adjudicate what they think the ir meals valve or how much they crowd out afford to pay. Lentil as Anything head start started with two employees and in one view but now after 8 years it has over 100 lag and operates in 4 locations in Melbourne. Its purpose being to serve its customers with food wether they can afford or not as become a reality. The next step in the model is structure. Structure is where an organization splits workloads between module members, as both member cannot do all types of work.Everyone in the organization has to know and understand what thither are required to do and what they are suppose to do. If staff does not know what is expected form them, at that place would chose and no work would be done efficiently. Lentil as Anything has mainly 3 departments, which institution dept, front of put up and back of hearth. All of them have specific jobs at Lentils. Admin dept coordinates the purchases, inspection and other admin duties. While the back of house is responsible for preparing quality meals and the front of house is responsible for delivering quality customer function and maintaining the restaurant floor.Another step in this model is rewards. Rewards systems include bonuses, vacation time, awards, promotions and recognition. tally to Michael le Boeuf, you get more of the demeanour you reward. If business wants to achieve success and have satisfied employees there should be a reward system in place. In Lentils and Anything the reward system as been in the way of promotions to employees. Which as unbroken most of the staff happy and cloy with the recognition give to their hard work? The next step in the model is leadership.According to Weisbord, Leaderships tasks are to set goals, scan the purlieus for opportunities and keep performance to defined objectives. Lentil as Anything has a laid back leadership style. This fits this environment as there are no rule and special guide fold that staff as to follow at Lentils. Shanaka Fernando has being able t o get his staff to carry out his vision successfully. The author Secretary of State, Colin Powell once said, the essence of leadership is the willingness to make the tough, unambiguous choices that will have an impact of the fate of the organization. Another step of the model is relationships. This one of the important factor in an organization, this allows management to solve conflicts between top management and staff. At Lentil, purge though the relationship between the managers and other staff is good there are some thinks that need to improve. That is from the side of the tyro Shanaka, who does not like to take others feel and advice when making decisions. This has lead to managers leaving the organization. The make it element of this model is helpful mechanisms. assistive mechanisms refer to the policies, programs, discoverings, systems, and committees. Those facilitate concerted efforts to meet goals. They include budget systems and planning and secure mechanisms. At Le ntil as Anything management clash are rare and there has not been any staff meeting held to discuss any sought of issues. And also there are no mechanisms for employee feedback but there is strong informal pipeline is used to communicate issues. Lentils do not provide any training for its employees, it basically fits in the staff where work need to be done. ConclusionWhile six box model uses a honest and straightforward method and predefined models look at the organizational strategy, structure, rewards, leadership, relationships and helpful mechanisms. The sharp-image diagnosis model uses customised model to depending on the problem. While the congruence model considers data from internal and external of the organization, strategies employed product and services (output) and how the people of the organization are organised to convert the inputs into outputs. Despite their differences these models derive from action research.When applying the organizational diagnosis model to Le ntil as Anything, the best and easy model was Weisbords Six Box theory. This model allowed to down the inefficiencies that were at every level of the organization. straightaway its up to the Lentil as Anything management to implement the necessary changes where the inefficiencies were highlighted. References Kotelnikov,V. (2001), legal Reward Systems. E-coach. 19 December 2010 Powell, C. (2001) 18 Lessons for Leaders. 1000 advices. 19 December 2010 Weisbord, M. (2005-2008) Six Boxes. Proven Models. 19 December 2010. Harrison, M. I. (1987). study organizations Methods, models, and processes. Newbury Park, CA Sage Nadler, D. A. & Tushman, M. L. (1980). A model for diagnosing organizational behavior. Organizational Dynamics, French, W. , & Bell, C. (1999). Organization development Behavioural science interventions for organization improvement. Upper Saddle River, NJ Prentice-Hall. Harrison, M. I. & Shirom, A. (1998) Organizational Diagnosis and Assessment Bridging Theory and Prac tice, deoxyguanosine monophosphate Oaks, CA Sage Publications.