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Diagnosing organizations Methods, models, and processes Michael I. Harrison 2005 3 rd . Edition ISBN 978-0-7619-2572-9

Diagnosing organizations Methods, models, and processes Michael I. Harrison 2005 3 rd . Edition ISBN 978-0-7619-2572-9. Presentation of key concepts and logic Prepared by Daniel Degravel July 2009. Ch 01 Diagnosis: approaches and methods. 01.1. Introduction. IX Objective of textbook:

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Diagnosing organizations Methods, models, and processes Michael I. Harrison 2005 3 rd . Edition ISBN 978-0-7619-2572-9

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  1. Diagnosing organizations Methods, models, and processes Michael I. Harrison 2005 3rd. Edition ISBN 978-0-7619-2572-9 Presentation of key concepts and logic Prepared by Daniel Degravel July 2009

  2. Ch 01 Diagnosis: approaches and methods 01.1 Introduction IX Objective of textbook: How diagnosis can help managers and consultants to act quickly and flexibly to meet the challenges of uncertain environments 4 Diagnosis understands the nature and causes of the problems or challenges initially presented by owner, identifies additional organizational issues,, and seeks ways to solve these problems and improve organizational effectiveness 134 Diagnosis = helping people find what’s going on in their organization and why, changing web of relations, serving the owner who may be ambivalent about receiving help, dealing with people who may be dead-set against the diagnosis, sorting among diagnosis constraints and a tangle of compelling obligations, values, and professional standards IX Diagnosis is crucial for organizations because of organizational problems and challenges such as competition, turbulence of environment, change management, reorganizations, improvements in productivity, competitiveness , and quality, risk of imitation of fashionable management techniques

  3. Ch 01 Diagnosis: approaches and methods 01.2 Why a Diagnosis? 4 Why a diagnosis? 1- Because issues or problems 2- Because will to reduce gap between current and desired organizational state 3 Some problems 1- Poor quality, delay, crisis, ineffectiveness 2- Declining demand and revenues, customer satisfaction, criticism by stakeholders 3- Human resource issues (high turn-over, stress, low morale) 4- Radical external changes 5- Major transitions for firm (from public to private, family to professionally managed, mergers, major reorganization) 6- Difficulties in implementing complex projects (new technologies, new product development, reorganization)

  4. Ch 01 Diagnosis: approaches and methods 01.3 Why a Diagnosis? 5-6 Organizational Development OD 5 OD = a set of techniques and methods to apply behavioral science to the planned development and reinforcement of strategies, structures, and processes for effectiveness Diagnosis is a form of intervention because influences organization 1- HR: changing skills, attitudes, and values through training; recruitment, counseling, and placement; stress management and health-maintenance 2- Behavior and processes: changing interaction processes (decision-making, communication, and leadership) through training, team building, process consultation, third-party intervention, and feedback of data) 3- Structure and technologies: jobs design, rewards, administrative procedures, division of labor, coordinating mechanisms, and job procedures 4- Goals, strategies, and culture: goal and strategy clarification through workshops, exercises; facilitating ties within organization; examining and changing corporate culture 3- Because need for change 7-8 Business Oriented Project BOP 5 BOP = a set of techniques and methods to improving economic performance and competitive advantages. Rely more on specific fields, such as business, and engineering

  5. Ch 01 Diagnosis: approaches and methods 01.4 Characteristics of Diagnosis 11 Diagnosis … 1- Applied Focuses on readily changeable factors that affect issue or condition, even if they do not explain most of variance and are not the most important or interesting 2- Participation Encourages participation of members 3- Methods Often less sophisticated and complex research design and methods Rely more on hunches, intuition, experience, and on scientific methods 4- Neutrality Cannot stay neutral about impact of study on organization and its members

  6. Ch 01 Diagnosis: approaches and methods 01.5 Three dimensions of a Diagnosis Three critical dimensions of diagnosis: 1- Process 12Set of tasks and steps in diagnosis 2- Modeling 15 Theories and models in background as foundation of diagnosis 3- Methods 19-20 Practical methods and techniques collect and analyze information

  7. Ch 01 Diagnosis: approaches and methods 01.6 Three dimensions of a Diagnosis Process 12 Steps a-Entry b-Contracting c-Study design d-Data gathering e-Analysis f-Feedback to firm 13 Critical process issues a-Purpose of diagnosis b-Design (who, where, what, when) c-Support and cooperation (who’s client, responsible, support? ) d-Participation (other members) e-Analysis f-Feedback (when, how, to whom, and what use of results?)

  8. Ch 01 Diagnosis: approaches and methods 01.7 Three dimensions of a Diagnosis 15-18 Modeling 1- Standardized models 2- Customized models 16 Diagnostic questions related to the initial issue a-Interpreting initial statement of problem b-Redefining problem c-Understanding the current state of the organization/situation d-Identifying forces against and for change e-Developing workable solutions

  9. Ch 01 Diagnosis: approaches and methods 01.8 Three dimensions of a Diagnosis 17-18 Modeling 17 Determinants Nature of issue Goal of diagnosis Organizational position of client 16 Level of analysis Industry Organization Division Department Group (team, small work unit) Individual 18 Scope of analysis Scope is number of variables studied The larger the scope, the smaller the level of detail, and conversely

  10. Ch 01 Diagnosis: approaches and methods 01.9 Three dimensions of a Diagnosis 19 Methods Standards of scientific inquiry -Reliable -Valid (replicable) Observation better than interview

  11. Ch 01 Diagnosis: approaches and methods 01.10 Three dimensions of a Diagnosis 20 Methods Three research designs: A-Measure of dimensions or criteria for comparison between units of analysis Client satisfaction, organizational climate, personnel turn-over, costs, and sales B-Isolate causes or determinants of a phenomenon (e.g. organizational issue or desirable outcome) through multivariate analysis of data Impact of work quality on employee satisfaction, variables determinants of organizational innovation C-Understand and measure subtle and complex organizational phenomenon, generally in a limited setting, through the gathering of in-depth data and their analysis with inductive forms of inference Members’ perceptions, hidden assumptions, work styles, and underground interactions

  12. Ch 01 Diagnosis: approaches and methods 01.11 Three dimensions of a Diagnosis 21-22 Methods for gathering data Questionnaire Interviews Observations Available records and data Workshops and group discussion

  13. Ch 01 Diagnosis: approaches and methods 01.12 Plan of book Diagnosis is envisioned according different perspectives, in which the focal point varies The open system framework is used as a general guide for all four perspectives Individual and group behaviors B Open systems Diagnosis Organizational Fits and internal politics A C D Environmental relations and strategy Differentiators

  14. Ch 01 Diagnosis: approaches and methods 01.13 Wrapping up Diagnosis 3 FUNDAMENTAL DIMENSIONS 4 PERSPECTIVES Method Open systems model Ch02 (general approach with many variables) Method for collect and analysis to ensure reliability Research design Assessing individual and group behavior Ch03 (organizational situations at the level of the individual and the group) Organizational Fits and internal politics Ch04 (organizational situations at the level of macro variables and internal politics) Process Steps of analysis Framing Environmental relations Ch05 (organizational relations with its environment, e.g. marketing and strategic relations) Defining problem, analyzing results Models of collect and analysis Definition of scope and topics High value dimension

  15. Ch 01 Diagnosis: approaches and methods 01.14 A map 12 Phases in diagnosis 13 Critical process issues 16 Diagnostic questions 21-22 Table 1.1 Comparison of methods for gathering diagnostic data Introduction Open systems model Ch02 (general approach with many variables) 28 Figure 2.1 Organizations as open models 34-35 Basic organizational information 39 Assessing effectiveness five topics 40-41 Table 2.1 Effectiveness criteria Assessing individual and group behavior Ch03 (organizational situations at the level of the individual and the group) 56 Figure 3.1 Model for diagnosing individual and group behavior 62 Figure 3.2 Action model for group task performance 77-78 Examples of problems 80 Figure 4.1 Diagnosis system fits 82-84 Questions about fits 85 Design tools to consider during diagnosis 99-100 Table 4.2 Who is powerful? Organizational Fits and internal politics Ch04 (organizational situations at the level of macro variables and internal politics) 106-109 Six diagnostic guidelines 110 Figure 5.1 Model for strategy formulation 113 OSP instructions to participants in the planning process 115-116 Interview guide Environmental relations Ch05 (organizational relations with its environment, e.g. marketing and strategic relations) Appendixes A 137-141 General orientation interview B 143-146 Instruments for diagnosis and assessment C 147-149 A guide to diagnosing behavior during meetings D 151-153 Resources for developing expertise in diagnosis

  16. Ch 02 Open systems models 02.1 Introduction The open systems model provides a representation of the firm that guides diagnosis at different levels in the organization. In this representation, the comparison “output – input” is a key feature Outline 1- Model 2- Model and diagnosis 3- Organizational data 4- Processing and analyzing information 5- Assessing effectiveness 6- Assessing feasibility of change

  17. Ch 02 Open systems models 02.2 Model p.27 The open systems model organizes several components and their relationships Culture Behavior and processes; tasks and activities Technology Inputs (resources) Outputs Structure Environment -Task -General

  18. Ch 02 Open systems models 02.3 Model System’s components p.27-29 1- Inputs 2- Outputs 3-Organizational behavior and processes 4-Technology 5-Environment 6-Structure 7-Culture 8-System dynamics

  19. Ch 02 Open systems models 02.4 Model and diagnosis Principles 1/2 System’s features 1- Model can be applied at different levels of organization (when focus is small units, other units belong to its environment) 2- Organization can be described as composed on inter-dependent components or sub-systems 5- Organization can produce some of its own inputs 8- Organization and environment change in a connected relationship

  20. Ch 02 Open systems models 02.5 Model and diagnosis Principles 2/2 Effectiveness and success 3- Fit across components is critical for effectiveness 4- Positive relationship between system and its environment is critical for effectiveness (adapt, shape, and find) 6- People are a critical resource for success 7- The recipe for success is ability to meet internal system needs and adaptation to environment

  21. Ch 02 Open systems models 02.6 Model and diagnosis Principles Use of diagnosis 1- Integrate all variables, and not only a narrow component 2- SWOT analysis 3- Success factors main contain unrealized potential 4- Break out of familiar ways to interpret problems

  22. Ch 02 Open systems models 02.7 Organizational data Data to be collected p.34-36 1- Background of diagnosis 2- Outputs 3- Goals and strategies 4- Inputs 5- Environment 6- Technology and work processes; activities 7- Structure 8- Behavior and processes 9- Culture and cognition 10- Systems dynamics

  23. Ch 02 Open systems models 02.8 Processing and analyzing information Validity of results p.36-37 Non rigorous measures are often used Assessment of complex situations Awareness of impact of respondents’ views and experience on results To make data more valid: Inter-interviews comparison; narratives of organization history; successes and failures; comparison with ostensible objective of phenomena; multiple gathering methods

  24. Ch 02 Open systems models 02.9 Processing and analyzing information Methods p.37-38 Groupings of answers Qualitative analysis Presentation of entire set of responses to stimulate analysis Interactions between system components

  25. Ch 02 Open systems models 02.10 Assessing effectiveness Introduction Effectiveness is multidimensional and difficult to measure Five elements: (detailed Table 2.1 p.40-41) 1-Assessment approach 2-Domains (set of conceptually related criteria) 3-Criteria 4-Operational definitions and measures 5-Standards for analysis and evaluation

  26. Ch 02 Open systems models 02.11 Assessing effectiveness Elements 1-Assessment approach 2-Domains (set of conceptually related criteria) 3-Criteria Underlying approach and assumptions Output-goals; Internal system states; system resources and adaptation; multiple stakeholders Sets of criteria in relationships Conflicting criteria Sets of criteria

  27. Ch 02 Open systems models 02.12 Assessing effectiveness Elements 4-Operational definitions and measures 5-Standards for analysis and evaluation Criterion and operational measure Clarification of criterion, and identification of indicators, and operational measures For stakeholder approach, multiple answers varying with conception of effectiveness Standard necessary, as time frame and feedback Current vs. past; Internal benchmarking of effectiveness; outside benchmarking; current vs. minimum standard; current vs. ideal standard

  28. Ch 02 Open systems models 02.13 Assessing effectiveness Choices p.45-47 Choices have to be made regarding the appropriateness of criteria with the organization, with its goals and settings, and with the issue to solve Assessment of ineffectiveness generates often more consensus

  29. Ch 02 Open systems models 02.14 Assessing feasibility of change • If change is at stake… • Questions to consider: • Incremental or radical change? (experimental change first) • Organization is ready? • How will stakeholders react? (past reactions) • Does organization have capacities to change? • Will change produce the results without negative consequences?

  30. Ch 02 Open systems models 02.15 Appendix A General orientation Interview General interview to better know an organizational unit p.137-141 In Appendix A, each item is detailed 1-Person and job Individual level 2-Group level Roles, technology, outputs 3-Groups structures and processes Goals, control, coordination Group and organization levels 4-Internal environment Relations across units GOL 5-External environment Relations, history, and dynamics GOL 6-Structure GOL 7-Processes Group level 8-Culture and processes GOL 9-Culture and goals GOL 10-Problems and challenges GOL 11-Individual satisfaction Individual level

  31. Ch 03 Assessing individual and group behavior 03.1 Introduction Assessing individual and group behavior and their impact on organizational effectiveness Model provides forces and outcomes to examine in diagnosis

  32. Ch 03 Assessing individual and group behavior 03.2 A Model ORGANIZATIONAL LEVEL GROUP LEVEL INDIVIDUAL LEVEL Goals, structure, culture, technology behavior, and processes Effectiveness Resources Group composition, structure, and technology Group behavior processes, culture Effectiveness Resources Effectiveness Individual job, and tasks Individual behavior, attitudes, orientations Human resources QWL, Well-being

  33. Ch 03 Assessing individual and group behavior 03.3 Effectiveness How to measure effectiveness? GROUP LEVEL Output criteria Key goods or service produced by the group, and measure of quantity and quality over time INDIVIDUAL LEVEL Members’ efforts, initiative, cooperation, absenteeism, lateness, commitment to job, Quality of work life and well-being […]

  34. Ch 03 Assessing individual and group behavior 03.4 Effectiveness Which factors affect individual and group effectiveness? GROUP LEVEL Employees’ expectations and understandings; attitudes and perceptions about organizational debates Group composition, structure (reward system, communication, cooperation and conflict, decision-making, supervisory behavior, group’s norms and beliefs Technology INDIVIDUAL LEVEL Members’ characteristics such as education, design of job, motivation, attitude to organizational actions BOTH LEVELS Strategies, standards, and goals Culture

  35. Ch 03 Assessing individual and group behavior 03.5 Effectiveness Analysis of HRM programs HRM program shape skills, knowledge, attitude, and behavior of employees (p.60) Staffing Compensation Labor relations Work environment Goal setting Planning Job analysis Evaluation and performance assessment

  36. Ch 03 Assessing individual and group behavior 03.6 Effectiveness Analysis of group task performance The analysis here focuses only on organizational and group conditions that serve as levers to improve task performance of a group; these conditions can enable to make a diagnosis and build new work groups Three critical processes are examined, which pose major hurdles to effective group performance: 1- Joint effort to do well 2- Bringing in adequate skills and knowledge 3- Using task performance that fits the work and cultural and organizational settings in which the work is done

  37. Ch 03 Assessing individual and group behavior 03.7 Effectiveness Analysis of group task performance: model of analysis (p.62) Material and technical resources Organizational context Goals, reward, information, training Performance (output) Critical group processes 1-Effort 2-Task performance strategies 3-Knoweldge and skills Group design and culture Tasks, composition, norms Outside help Other groups, consultant, coach

  38. Ch 03 Assessing individual and group behavior 03.8 Methods and processes The design and the administration of a diagnosis of forces affecting individual and group performance Designing study -What to study? Central topic, data -Which sample? Representativeness of data -How to administer the study? Gathering, storing, and analyzing data must promote validity

  39. Ch 03 Assessing individual and group behavior 03.9 Methods and processes The design and the administration of a diagnosis of forces affecting individual and group performance Measurement and data-gathering techniques -Analyzing available data -Interviews -Self-administered questionnaires -Standardized instruments MOAQ, QWL, OAI -Observations

  40. Ch 03 Assessing individual and group behavior 03.10 Methods and processes The design and the administration of a diagnosis of forces affecting individual and group performance Analysis -Non-statistical data Analyzed with diagrams Visual models -Feedback to the owner of the study

  41. Ch 04 System fits and organizational politics 04.1 Introduction Assessing fit among system components and between current system features and organizational goals and strategy Uncovering organizational conditions that can undermine or enhance effectiveness in entire divisions or organizations, using the open systems model 77 Fit = congruence = alignment = the extent to which the behavioral or organizational requirements and constraints in one part of the system are compatible with those in other parts Chapter analyzes: -Fit among organizational design that managers can influence -Organizational power and politics Macro system features often create latent conditions 77 List of internal problems that reflect poor fit among organizational features […] 78 List of external problems that reflect poor fit among organizational features […]

  42. Ch 04 System fits and organizational politics 04.2 Diagnosis Diagnosis of system fits Types of fits Fit related to system features that are to be redesigned Fit related to problem or challenge FIT Comprehensive diagnosis Fit among different system levels (individual, group, organization)

  43. Ch 04 System fits and organizational politics 04.3 Diagnosis 80 Diagnosis of system fits: process Inputs -problems -prior findings -models Choose Fit -level -system elements, subcomponents Design study and gather data -research design -methods -data collection Ways to choose fits Compatibility of requirements, needs, or procedures in parts of system Whether participants feel subject to conflicting expectations or pressures Whether system components fit together in ways organizational research suggests they would Assess degree of fit -needs of units, system parts -conflicts and tensions -actual vs. official practices -organization design models Choose effectiveness criteria Assess impact -negative -positive -loose coupling Summary and feedback

  44. Ch 04 System fits and organizational politics 04.4 Diagnosis 82-84 Checklist of important fits Fit with… Focal area Environment Internal systems; demand Human resources Systems processing; goals and strategies Goals and strategies Environment; resources; behavior and processes; culture Technology Environment; behavior and processes; structure; culture Internal systems Environment Structure Technology; behavior and processes; environment; Human resources Behavior and processes Culture; environment

  45. Ch 04 System fits and organizational politics 04.5 Diagnosis 85 Design tools to consider during diagnosis Contractual arrangements, network ties, and alliances Structural groupings of positions and units Positions and procedures that monitor the environment Job designs Human resource programs Management information systems Mechanisms for coordination internal and external relationships among positions or units Procedures for monitoring, evaluating, and rewarding performance Performance control and quality assurance procedures Accounting and budgeting systems Geographic locations and physical layout Communication channels

  46. Ch 04 System fits and organizational politics 04.6 Diagnosis Design issues at different levels that can be discussed through previous tools 85 Alliances among organizations Fit across Feedback from groups affected by alliance, questionnaires 86 Links between divisions Vision like organizations in a network is possible Exchange of assets Role of Corporate HQ Quantitative and qualitative methods 87 Mechanistic vs. organic systems Alignment of organizational designs with environment, tasks, technology, certainty vs. uncertainty More organic management if some challenges are present […]

  47. Ch 04 System fits and organizational politics 04.7 Diagnosis Design issues at different levels that can be discussed through previous tools 87 Hierarchical vs. lateral ties Traditional and hierarchical structures vs. lateral coordination and control designs More links and cooperation Pooled, sequential, reciprocal interdependencies Lateral coordination mechanisms […] Coordination of activities, costly and difficult to administer, ambiguity and stress, tensions Inquiry about flow of work and information between units Focus groups, interviews, questionnaires to examine nature of work and mechanisms for coordination and control

  48. Ch 04 System fits and organizational politics 04.8 Diagnosis Design issues at different levels that can be discussed through previous tools 90 Centralization vs. decentralization 90 Decentralization Pros […] 90 Decentralization cons […] Analysis of level of decision, actual patterns of decision making, and power distribution 91 Combining opposing design principles Simultaneous combination of opposing principles Centralization with lateral coordination mechanisms IT offers opportunity to benefit from centralization and decentralization

  49. Ch 04 System fits and organizational politics 04.9 Emergent and informal vs. official mandates 92 Another way to uncover sources of inefficiency and to motivate desire for change is to provide feedback on gap between officially mandated behavior and emergent behavior and culture Actual practices, norms, and beliefs emerge through interactions among the people who decide and the people who carry out instructions in practice. Negotiation takes place to shape actual behaviors and norms

  50. Ch 04 System fits and organizational politics 04.10 Emergent and informal vs. official mandates • 92 It is possible for consultants to find gaps between official mandates through the following emergent behavior and culture: • Operative goals and priorities • Working definitions of roles and responsibilities • Work techniques and procedures • Norms and beliefs about official rules • Informal reward standards • Informal leadership • Personal ties and networks • Routines for dealing with clients, customers, and outsiders • Popular practices for influencing peers and superiors

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