Organizational Diagnosis

Topics: U.S. state, Federal government of the United States, Government Pages: 9 (3450 words) Published: September 8, 2013
Individual assignment:  Activity 5-2:  Organizational Diagnosis Indiana Wesleyan University
BSM619-MGT-441: Philosophy of Corporate Culture
July 2, 2013
Workshop 5

I have read and understand the plagiarism policy as outlined in the IWU Catalog relating to the IWU Honesty/Cheating Policy. By affixing this statement to the title page of my paper, I certify that I have not cheated or plagiarized in the process of completing this assignment. I also certify that the work submitted is original work specific for this course and to my program. If it is found that cheating and/or plagiarism did take place in the writing of this paper, I understand the possible consequences of the act/s, which could include expulsion from Indiana Wesleyan University.

ACTIVITY 5-2: ORGANIZATIONAL DIAGNOSIS

Organizational diagnosis on an entity as large as a State government is difficult at best. I have chosen to use to Weisbord’s Six Box organizational model best categorize and explain some of the challenges and opportunities that exist. Weisbord’s method divides organizational culture into 6 categories: Purpose, Structure, Relationships, Rewards, Leadership and Helpful Mechanisms (Weisbord, 2013). By looking at each of these categories, I hope to provide a better understanding of the internal effects of a politically ran organization. This writer has conducted an organizational diagnosis of the functions of Indiana state government service culture. This diagnosis should identify the dysfunctional behavioral norms within the different agencies and assist the state of Indiana in providing better service to citizens in need (Organization Development, 2013). By understanding how cultures are first formed and persist, perhaps you can prevent the organization from becoming dysfunctional. One of the most effective ways State agencies diagnose problems within their departments is by asking their employees to discuss openly if they see or notice problem areas that can or need to be corrected (Organization Culture Diagnostic Survey, 2007). The state agencies have found that employees are willing and able to voice their behavioral norms under certain conditions: * No employee will be identified for verbally stating or writing a particular norm. * No norm will be documented when someone’s supervisor is present so candid openness remains.

The writer’s organization asks various employees questions to learn what they and other employees think about their jobs, their division, and the whole organization they work for. The information gathered from questions is easy to understand and record. This method of asking questions seem to help much more than any written survey. Because, looking at someone in a face-to-face discussion helps to surface the full range and depth of cultural norms that impact on employees. At the same time, face-to-face interviews facilitate the exploration of cause and effect relationships. The writer’s agency does this method in a one on one relationship. It has been determined that in a group setting employees may not voice their true feelings in front of their peers.

The purpose category is fairly straight forward. State government and its agencies are in place to provide services to Indiana citizens. It is the State government’s responsibility to develop and implement new laws and regulations designed to benefit the public welfare. While the purpose of State government may seem obvious, there are some elements to the existing system that have arisen without intent. The effect of the general economy, big business, lobbyists, HMO’s, and even the Federal government all seem to have some impact on local legislation and government.

State government agencies such as Medicaid, Estate Recovery, Veterans Affairs, BMV, Department of Corrections and many others all seem to be directly affected locally by lobbyists representing big interest groups. The change in purpose for individual agencies is reflected...
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