Change Diagnosis

Unit III
Introduction

Diagnosis is the process of understanding how the organization is currently

●
To discover the determinants of current Organizational Development.
●
To seek reasons for the problems (Medical Model of Diagnosis).

Assumptions:
Diagnosis Models

Weisbord’s Six-Box Organizational Model:

He relied on the organism metaphor as well as another one- the air traffic controller’s
radar screen.

The ‘six blips’ on the screen tell us which organizational components are the most
important and by the intensity of the blips, where trouble spots might be.

The screen was compared to ORGANIZATION which needs to be paid attention rather
than one particular box (Dept.)
Weisbord’s six box organizational
model

Purpose:
what
business are
we in?

Relationships:
How do we Leadership: Structure:
manage Does some How do we
conflict among one keep divide up the
people? With the boxes work?
Technologies in balance

Helpful
Rewards: Do
Mechanisms: Have
all needed
we adequate
tasks have
coordinating
incentives?
technologies?

Enviro
Inferences of Weisbord’s six box organizational model

Weisbord is proponent of understanding organizations both from the formal and

Weisbord argued that it is highly important to reduce the gap between the formal
and informal perspectives.
Mc Kinsey’s 7-S Framework

style
staff skills

shared
systems values

structure,

strategy
Mc Kinsey’s 7-S Framework

The frame work rest on the preposition that effective organizational change is best
understood in terms of the complex relationship between strategy, structure,
systems, style, skills, staff, and shared values- the 7 S’s.

It suggests that there are multiple factors which influence an organization’s ability to
change and its proper mode of change.

Since the variables are interconnected, significance progress cannot be made in one
area unless corresponding progress is made in other areas too.
7-S frame work

• Strategy: the plan devised to maintain and build competitive advantage over the competition.

• Structure: the way the organization is structured and who reports to whom.

• Systems: the daily activities and procedures that staff members engage in to get the job done.

• Shared Values: called "super ordinate goals" when the model was first developed, these are the
core values of the company that are evidenced in the corporate culture and the general work
ethic.

• Style: the style of leadership adopted.

• Staff: the employees and their general capabilities.

• Skills: the actual skills and competencies of the employees working for the company.
Star Model

Strategy
vision
Direction
Competitive
People Practices advantage
Staffing &
Selection, Structure
Performance Power &
feedback, authority,
learning & Reporting,
Development Relationship
s, Orgl. Roles

Reward
Processes and
Systems lateral
Goals, Capability
Scorecards, Networks,
behaviors Teams,
Integrative roles
Star Model

Organization design is the deliberate process of configuring structures, processes,

Just as in a living organism, if any of the components of the star are not attended to
in the organization design process, the result is misalignment.
Congruence Model for Organization analysis

The NADLER-TUSHMAN Congruence Model is a more comprehensive model,

Organizations are open social systems within a larger environment.

Organizations are dynamic entities.

OB occurs at individual, the group, and the systems level.

Interactions occur between the individual, group & systems levels of OB.
Components of Congruence Model

• Inputs……transformation process……..Outputs
Informal
Organizati
on

Environmen Formal Organizatio

Individua
l

• Feed back