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Organizational diagnosis is mandatory before projecting the company's future and establishing the strategy. The diagnosis study must be accompanied by market studies, prognosis studies, and ecologic studies.
The organizational diagnosis is important due to its contents. The global or general diagnosis study must emphasize certain basic elements, like: identifying the company's position and role in the macro environment (characteristics, history, specific market), the dynamics of the company's economic and financial situation, the management system and its components (methodological, decisional, informational, and organizational), economic situation analysis, management situation analysis, strong points and their causes, weak points and their causes, strategic and tactic recommendations.
As described above, the organizational diagnosis is of extreme importance for the success of any change process. Therefore, the elaboration of the diagnosis study is very important. The steps in such a process are: preparing the diagnosis, preliminary...
It is worth mentioning that recommendations are not decisions, they just emphasize certain aspects that require the decisional and operational intervention of the company's managers. Organizational diagnosis must not be neglected in any company, no matter what size the company is or the field it activates in.
Reference List
Dutta, Roy (2001). Organizational Diagnosis. Indian Institute of Technology. Retrieved September 4, 2008 at http://www.isical.ac.in/~ddroy/odiag.html.
Morrison, Mike (2008). Organizational Diagnosis and Development. Retrieved September 4, 2008 at http://www.rapidbi.com/created/OrganizationalDiagnosisandDevelopment.html.
Organizational diagnostics (2008). Wikipedia, the free encyclopedia. Retrieved September 4, 2008 at http://en.wikipedia.org/wiki/Organizational_diagnostics.
Reference List
Dutta, Roy (2001). Organizational Diagnosis. Indian Institute of Technology. Retrieved September 4, 2008 at http://www.isical.ac.in/~ddroy/odiag.html.
Morrison, Mike (2008). Organizational Diagnosis and Development. Retrieved September 4, 2008 at http://www.rapidbi.com/created/OrganizationalDiagnosisandDevelopment.html.
Organizational diagnostics (2008). Wikipedia, the free encyclopedia. Retrieved September 4, 2008 at http://en.wikipedia.org/wiki/Organizational_diagnostics.
The advantage on the other hand is of the retrieval of relevant and solid findings based on which the adequate strategies can be implemented. 4. The congruence model According to the Mind Tools website, the "congruence model is based on the principle that an organization's performance is derived from four elements: tasks, people, structure, and culture. The higher the congruence, or compatibility, amongst these elements, the greater the performance" (Mind Tools,
Org Diagnosis Organizational Diagnostic Models Falletta (2005) outlines several different organizational diagnostic models. The first such model is the Force Field model, developed by Kurt Lewin in 1951. In this model, an organization remains in as state of equilibrium until it is shifted out of that state by a driving force that overcomes the restraining forces. The current state then becomes a problem (Falletta, 2005). This model can be used to explain
Organizational Diagnosis of Palm Palm Computing had reinvented the hand held computer market overnight with the line of PalmPilot and similar devices geared to the mobile gadget industry. According to Clancy (1999), "Palm Computing ultimately sold faster than the videocassette recorder, the color TV, the cell phone, even the personal computer that was its great-grandfather. Introduced in April 1996, within 18 months Palm Computing had shipped more than 1 million units
company was formed in 1978 in Atlanta, Georgia by Bernie Marcus and Arthur Blank, and expanded quickly, with sales exceeding a billion dollars annually by 1986. From the moment of its foundation, HD has expanded consistently by concentrating on potent markets like New Orleans that had a mix of new homeowners and younger generation people. Home Depot could grow fast by responding to changes quickly and maintained its success
This theory is well applicable nowadays, when the actions of a company are generally conditioned by the market environment itself. The Weisbord Six-Box model has similar limitations as some of the previous models in that it aims to be exhaustive in identifying input elements and categories that would reflect organizational life. Additionally, his focus is again on internal issues of the company, which makes the model incomplete. The Nadler - Tushman
Organizational Development and Change Organizational development is something that contributes to a stronger organization. People can receive more skills that will allow them to make better decisions and play a bigger role in the organization's strategy. This can also have a positive effect on organizational change programs as well, because more talented people are more likely to buy into change as they are less threatened by the nature of change and