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Diagnosis in organizations can be done using a number of different techniques. Clients typically understand the problems, but they need to understand the underlying causes of the problems. Some of the methods are freestanding diagnostic studies and self-diagnosis. The former often focuses on a single problem, but it can focus on multiple problems as well. The authors note that there are three steps to success diagnosis: process, modeling, and methods. Some methods for gathering data are questionnaires, interviews, observation, workshops and group discussions. These methods allow the consultant to gather information about the organization in order to make their diagnosis.
I do not think that I have been involved in any sort of change process. However, there were situations where a diagnostic process would have helped, because the organization did have some issues that needed to be resolved. In such situations, the lack of diagnostic process was a hindrance to managerial decision-making. Either the decisions were...
The benefits of having a proper diagnostic process were not realized.
One of the major benefits of the diagnostic process is that it allows the consultant to get feedback from many different areas of the organization. The feedback therefore reflects multiple views of the problem, so there is greater clarity with respect to what the problem is. Having been in a dysfunctional organization where such things were not done definitely makes me appreciate this form of organizational diagnostics more. My recommendation would be that management performs self-diagnosis occasionally, and certainly when outcomes fall short of expectations. The authors note that this is common -- organizations use benchmarks and when they fail to achieve these that is when they call in the consultant.
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Kouzes & Posner (2012) write about Barby Siegel at Zeno, a public relations firm. When she…
References
Chapter 1: Diagnosis: Models and Approaches.
Kouzes & Posner. (2012). When leaders are at their best.
Ruvio, A., Rosenblatt, Z., Lazarowitz, R. (2010). Entrepreneurial leadership vision in non-profit vs. for-profit organizations. The Leadership Quarterly. Vol. 21 (2010) 144-158.
With this approach, consultation psychology focuses on the issues of the group as a whole and therefore typically uses group discussions, interviews and observations as opposed to singling out specific individuals. The result is that, by using consultation psychology in the field of industrial and organizational psychology, the focus is on the group and the roles the individuals who make up the group play. With this focus, industrial and
12. Image of nursing. The image factor ensures the perception of the nurses' activity in society. An organization consistent with this factor will promote the idea that the role of the nurses is essential in the general framework of the patients' care. The nurses here are perceived as essential to the care of the patients with very special needs. The organization has not necessarily promoted this in any way, but the
Organizational Development and Change at FunTime Snacks Summarize the major problem(s) at FunTime. Choose the most appropriate diagnostic model for this particular case (organization, group, individual job as illustrated in the text) and apply it to this situation. FunTime is going through a very disruptive time in their business model as larger, more well-financed competitors are challenging them at a local and regional level, undercutting the FunTime differentiated approach of using local,
Organizational Diagnosis and Recommendations Imagine studying an organization in more depth in order to determine what needs changed. This is not an easy task because it could take days or months to achieve success. Businesses also have to stay up with current technology, and this means staying present with various leadership theories in order to make the business better. Systems thinking is used as a means in which to fully understand
This will allow for collaboration, additional suggestions for the action plans to come, corrections and so forth. Action planning: At this point, a plan can be developed to remedy the situation being studied; the plans become something that delivers results. Implementation: The adopted Action Plan is put in place. Follow up: Lastly, the implementation, as well as the Action Plan itself, is reviewed in order to see if positive results have occurred.
Indeed, this is pointing out that culture -- along with organizational change -- is a double-edged sword that when managed properly will provide organizational benefits. To do otherwise may mean the demise of the continuity and operability of the organization. By taking to heart the contents and insights from all three articles, any person that will be part of the change management initiative of the organization will have the