Organizational Diagnosis

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Organizational Diagnosis
Organizational Diagnosis is an effective ways of looking at an organization to determine gaps between current and desired performance and how it can achieve its goals. In recent years organizational diagnosis has evolved from a technique used as part of the organizational development process to a major technique in its own right. Effective diagnosis should be an organic process in that as you start to look at an organization and its structures and what it does and does not do, change starts, as change progress so does the ‘now’ performance and as such the diagnosis process also needs to re-start. Organizational Development is a process for diagnosing organizational problems. Organizational Diagnosis can be done through Interviews, Surveys, and Group Meetings. History of Organizational Development and the lead to Organizational Diagnostics. Kurt Lewin is said to have played a key role in the early development of organization development as we understand it today. As early as the 1940s, Lewin experimented with a change process which was collaborative in nature and involved himself as consultant and a client group.  The process was based on a three-step approach of planning, taking action, and measuring results. The purpose of a diagnosis is to identify problems facing the organization and to determine their causes so that management can plan solutions. An organizational diagnosis process is a powerful consciousness raising activity in its own right, its main usefulness lies in the action that it induces. The major steps of a organization diagnostic cycle include • Orientation

• Goal setting
• Data gathering
• Analysis/ Interpretation
• Feedback
• Action Planning
• Implementation
• Monitoring/ Measure
• Evaluation.
Organizational Change is the movement of an organization from its current state to some future and hopefully effective state. Organizational change does not occur spontaneously; it takes place when the forces encouraging change become more powerful than those resisting change.The forces driving for organizational change can be external or internal. Some factors which make organizational change as inevitable areas follows. ➢ Technological Change.

➢ Employee Needs and Values.
➢ Social Forces.
➢ Business And Economics Forces.
➢ Organizational Forces.
The following are few types of organizational changes are.
1. Reactive Change.
2. Proactive Change.
3. Structural Change.
4. Procedural Change.
5. Innovation Change.
6. People Oriented Change.
Human Implication of Organizational Change.
Employees resist change due to the following reasons. But the Employer or Top management can manage this by using latest management techniques and taking help of professional consultants for Managing the Change in the Organization. ➢ Lack of Communication: If the workers are given an opportunity to participate in the process of change, the resistance is likely to be less. But if the change is not properly communicated that to in an acceptable manner to the employees, it is likely to cause resistance. ➢ Economic reason. In organization when the development or change on technology takes place, employee resists the change. Employee may fear that the change will lead to technological unemployment. Generally, new technology is associated with education of labor intake and therefore they resist the change. For example the introduction of computer in an organization means that employee will have to learn the certain package to work efficiently. They may not be liked by some employees and they develop negative attitude towards computer and resist them. ➢ Habit: All human being are creatures of habit. Individual generally feel comfortable in the environment that they are habituated to. The modern life is very complex and no one likes to consider the full range of option for the hundreds of...
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