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Organisational Diagnosis

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Organisational Diagnosis

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  • August 2005
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Perform a diagnosis of an organization that you are familiar with, using the diagnostic organizational level analysis. Your diagnosis should include an assessment of the organization's performance and an indication of the underlying cause of problems.

1. What is diagnosis?
Diagnosis is a systematic approach to understanding and describing the present state of the organization.

2. The open system: The general diagnosis model based on systems theory that underlines most of OD.
The elements in open system model are:
- Input: Information, energy, people
- Transformations: Social component, technological component - Output: Finished goods, services and ideas

3. Organizational level diagnosis
The elements in organizational level diagnosis are:
-Inputs: General Environment, Industry Structure
-Strategic Orientation: Strategy, Organizational Design
-Output: Organization Performance, Productivity, Stakeholder Satisfaction

MICROSOFT CARPOINT ANALYSIS

INPUT
•General Environment:
-Technology—depends on the advancement the technology, e.g. easy to imitate products/services. -Social and Ethical --- less privacy, accuracy and safety.
-Economic --- different income and spending, e.g. crisis in Asia causes less purchasing power. -Political and legal --- government regulation, e.g. taxation, domain name registration, copyright.

•Company Industry Structure:
-Threat of Entry
High barriers: brand identification, economies of scale, international market

-Intensity of Rivalry among Competitors
More online car industries, e.g. AutoByTel, AutoWeb, and Auto Vantage Difficult to maintain unique offerings.

-Pressure from Substitute Products
The availability of substitute products: traditional dealers, other online car industry.

-Bargaining Power of Buyers
More purchase options, more valuable and timely information, and the degree of transaction simplicity.

-Bargaining Power of Suppliers
R&R – strong brand name, good...