GROUP-Level

DIAGNOSIS

Inputs, Design Components & Outputs

Org Asses &

Intervention
 Overview
Brief review of lastweek’s contents
Inputs
Design components

Outputs
Fits

Org Asses &

Intervention
 Organisations as Open System
ENVIRONMENT

Inputs Transformation Outputs

Social Component Finished goods
Information Services
Technological Component
Energy Ideas
FEEDBACK

Permeable borders

When viewed as open systems, organisation can be diagnosed at three level: the overall
organisation, the group or department and the individual position or job.
Diagnosis can occur at all three levels, or it may be limited to issues occuring at a
particular level.
Effective diagnosis requires understanding what to look for at each level as well as how
the levels affect each other.
Org Asses &
Intervention
 A Comprehensive Model for Diagnosing Organisation
A. ORGANIZATIONAL LEVEL
Inputs Design Components Outputs

System Organization
General Effectiveness
Environment Strategy Structure
e.g., performance,
Stakeholder productivity,
expectations People Culture stakeholder
satisfaction

B. GROUP LEVEL
Inputs Design Components Outputs

Goal Clarity
Team
Task Team Effectiveness
Organization
Structure Functioning
Design
e.g., quality of
Components work life,
Group Group performance
Composition Norms

C. INDIVIDUAL LEVEL
Inputs Design Components Outputs

Organization Individual
Skill Variety
Design Effectiveness
Task Autonomy
Identity e.g., job
Group Design
satisfaction,
performance,
Personal Task Feedback about personal
Characteristics Significance Results development
 Group – Level Diagnosis

B. GROUP LEVEL
Inputs Design Components Outputs

Goal Clarity

Task Team
Structure Functioning
Team
Organisation
Effectiveness
Design
e.g., quality of
work life,
Group Group
Composition Norms performance

This model is similar to the other group-level diagnostic models, such as Hackman &
Morris’s task group design model, McCaskey’s framework for analysing groups and Ledford,
Lawler & Mohrman’s participation group design model.
 Group-Level Inputs: Organisation Design

Technology  determine the Structure  specify the level of HR & measurement systems
characteristics of the group’s task coordination among groups  determining team’s functioning

Organisation
culture

Org Asses &

Intervention
 Group-Level Design Components
Five major components:
 Goal clarity: how well the group understands its objecttives.
 Task structure: how the group’s work is designed; two key

dimension: coordination of member’s efforts & regulation of

their tasks behaviors.
 Group composition: the membership of the groups.

 Team functioning: the underlying basis of group life  the

quality of relationships can affect task performance.

 Performance norms: member beliefs about how the group

should perform its task & include acceptable levels of

performance  guidance of the group behavior.

Org Asses &

Intervention
 Group-Level Outputs

Group Effectivesness has two

dimensions:
 Performance
 is measured in term of the group’s
ability to control or reduce costs,
increased productivity or improve
quality  a “HARD” measure of
effectiveness.
 Quality of work life
 It concerns work satisfaction, team
cohesion & organisational commitment.

Org Asses &

Intervention
 Group-Level Fits
Group design components MUST fit inputs if groups are to
be effective in terms of performance & quality of work life.
 Group design should be congruent with the largest organisation
design.
 If organisation’s technology results in interdependent tasks,

coordination should be promoted by team task performance. If

technology allows independent tasks, the design components should
promote individual task performance.
 If technology is uncertain & requires high information processing &

decision making, then design components should promote self

regulation. When technology is certain, design components should
promote standardisation of behaviors & groups should be controlled
by supervisors, schedules & plans.

Org Asses &

Intervention
 Case Analysis 2 of 3
1
Work within your pre-assigned group

2 Read the case:

National Association for Stock Car Auto Racing (NASCAR)’s
Racing Teams

3 Analyse the case and answer the following questions:

1. How clear are the group’s goals?
2. What is the group’s task structure?
3. What is the composition of the group?
4. What are the group’s performance norms?
5. What is the nature of team functioning in the group?

Submission due: Monday, 28.03.2016, 10.00am

Hardcopy ONLY to be submitted on lecturer’s desk: Ms. Sherly Tanoto
Late submission wouldn’t be accepted
(please kindly mention your group member & SID on the cover page)

Org Asses &

Intervention
 Suggested References
 Chapter 6, p. 107-113
Cummings, T.G & Worley, C.G. (2009). Organization Development & Change. 9th Ed. South-Western: Cengage Learning.

Org Asses &

Intervention