Models of Organization Diagnosis

Introduction The primary purpose of this essay is to interpret various positions of organic law diagnosing and their differences also well as their similarities, and also evaluate their talent and weakness. In inn to understand these OD stupefys we entrust need to fill out what is organizational diagnosis. What is establishment of rulesal Diagnosis? This is a strategy implemented by organizations to increase its effectiveness. This involves assessing an organizations existing levels of executing, to design a adequate tilt that hint achieve the expected performance.In organizational diagnosis, diagnostic activities should centre its management on 2 main atomic number 18as Subsystem beas (management, group, individual unit) Organization formes (decision-making process, communication model, relationships between groups and the setting of goals. organisational diagnostician carries out this process of diagnosis con fountring the whole organization as a total sy stem. They engross info form internal and external sources for this purpose. The organizational diagnosticians direct their focus on the activities they think are the vital for the existence of the organization.When performing the diagnosis whole organization is put into focus when drastic changes are compulsory (French & Bell, 1995). Lastly in the organizational diagnosis process, all the data put in are communicated back to the organizations management in order to begin the organizational change phase (Harrison 1987). Uses of Organizational Diagnosis Models Organizational diagnosis models help to clearly understand inefficiencies and diversions from organizational goals and tar charters.Organizational diagnosis models also provide a systematic way together, categorize and understand data. Models identify crucial organizational variables which are theorized to exist according to earlier look. Models also reflect the nature of relationship between important variable. Without much(prenominal) models it would be hard to collect and interpret data. Here I leave analyse three such organizational diagnosis model, Weisbords sextette Box Model Sharp-image Diagnosis model The Congruence Model Weisbords Six Box ModelThis model of organizational diagnosis consist six elements which are purpose, structure, relationship, rewards, leading and helpful mechanism. The model focuses on the areas of dissatisfaction as a starting menses. The areas of dissatisfactions considered are from the customer point (external), internal point of view (management and employees). The main advantages of this organizational diagnosis model rent been its lightheaded to understand and adopt. The model draws from a number of management theory schools -organisation design, behavioural, psychology and organisational learning.Due to its very simplistic approach it has a lack of theoretically basis to determine the actual gaps, dot of change and inefficiencies in an organization. W eisbords 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 each of these elements, consultants has to diagnosis the gaps and degree of changes. Gap between what exists now and ought to be Gaps between what are rattling d cardinal and what the mangers say is make.The Congruence Model The Congruence model considers data from internal and external of the organization, strategies employed, product and operate (output) and how the people of the organization are organised to convert the inputs into outputs. In order to understand the organization system and also how these factors influence in achieving intended results. The Congruence models most important element is the concept of fit. Organization success depends on the alignment of each factor (people, become, structure and culture) to atomic number 53 an different.The ti ghter they fit the great congruity and senior high schooler performance is achieved. Sharp-image Diagnosis model This model is a combination of open system and political frame, which aims at a inch view of the organization initially but later focus on core problems and challenges (Harrison and Shirom 1999). Sharp-image diagnosis model uses 3 footsteps to evaluate 1. crumple data to identify problems 2. Uses theoretical models targeted to specific problems 3. Development of a diagnostic model to identify the root causes of problems Weakness of this model has been The lack of predetermined tools to carry out the organizational diagnosis Need for highly cast 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 Similarities All three, the six box model, sharp-image diagnosis and the congrue nce model are establish 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 about change in those areas, will bring benefits the organization. Apply Weisbords Six Box Model to lentil as Anything Marvin Weisbord identified a process with six steps to serve up business to diagnosis its business operations. These steps identified by him are purpose, leadership, reward, structure, relationships and helpful mechanisms. These steps were introduced to assist organizations to improve their internal processes. lentil as Anything and ordinary business with an extraordinary mission, which as has been giving a clean meaning to pricing of meals.The concept that Lentils as Anything functions under is No set, here customers whoremonger decide what they think their meals valve or how much they can afford to pay. Lentil as Anything first started with two employees and in one location but now after 8 years it has everyplace 100 staff and operates in 4 locations in Melbourne. Its purpose cosmos to serve its customers with food wether they can afford or not as become a reality. The next step in the model is structure. building is where an organization splits workloads between staff members, as every member cannot do all types of work.Everyone in the organization has to sack out 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, there would chose and no work would be done efficiently. Lentil as Anything has mainly 3 departments, which administration dept, front of domicil and back of post. All of them have specific jobs at Lentils. Admin dept coordinates the purchases, supervision 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 service and maintainin g the restaurant floor.Another step in this model is rewards. Rewards systems include bonuses, vacation time, awards, promotions and recognition. consort to Michael le Boeuf, you get more of the Behaviour 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 kept most of the staff happy and content with the recognition prove to their hard work? The next step in the model is leadership.According to Weisbord, Leaderships tasks are to set goals, scan the environments 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 superfluous guide line that staff as to follow at Lentils. Shanaka Fernando has beingness able to get his staff to carry out his vision successfully. The occasion Secretary of State, Colin Pow ell 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 nobble management and staff. At Lentil, even 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 founder Shanaka, who does not like to take others opinion and advice when making decisions. This has lead to managers leaving the organization. The last element of this model is helpful mechanisms.Helpful mechanisms push to the policies, programs, meetings, systems, and committees. Those facilitate concerted efforts to meet goals. They include budget systems and planning and instruction mechanisms. At Lentil as Anything management meeting are old and there has not been both staff meeting held to discuss any sought of issues. And also there are no mechanisms for employee feedback but there is strong informal grapevine 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 simple 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 condescend from action research.When applying the organizational diagnosis model to Lentil as Anything, the stovepipe and easy model was Weisbords Six Box theory. This model a llowed to see the inefficiencies that were at every level of the organization. Now its up to the Lentil as Anything management to implement the necessary changes where the inefficiencies were highlighted. References Kotelnikov,V. (2001), Effective 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. turn up Models. 19 December 2010. Harrison, M. I. (1987). Diagnosing 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 learning interventions for organization improvement. Upper Saddle River, NJ Prentice-Hall. Harrison, M. I. & Shirom, A. (1998) Organizational Diagnosis and sagacity Bridging Theory and Practice, Thousand Oaks, CA Sage Publications.