Organizational Diagnosis PDF

MODULE 4: Diagnostic Organizations Organizational diagnosis is a systematic approach of determining and examining the exact nature of the problem, identifying the underlying causes, and providing a basis by which a solution can be presented. Its importance lies in the fact that it provides the neede...

MODULE 4: Diagnostic Organizations Organizational diagnosis is a systematic approach of determining and examining the exact nature of the problem, identifying the underlying causes, and providing a basis by which a solution can be presented. Its importance lies in the fact that it provides the needed information to allow a faster and responsive organization to emerge. Organizational diagnosis likewise serves as a basis for implementing organizational, productivity and strategy interventions. Diagnostic Models In implementing organizational diagnosis, the organization development practitioner may use any of the following diagnostic models depending on the objective set. The Analytical Model: This model studies interdepartmental issues in marketing, finance, production, human resource and technology. The Emergent-Group-Model: This model studies behavior in work groups like activities, interactions, feelings, and norms. The Management Consulting Model: This model analyses six significant factors in an organization. Planning is conducted to make sure that the vision, mission and goals of the organization are very clear and specific. Socio-technical Model: This model analyses the organization's social and technological interaction with the environment. Diagnostic Process The process of diagnosing problem areas involves the following steps: Identifying the possible problem areas: Every organization has concerns. They are not necessarily problems. These issues may be on technology improvements, competitiveness and streaming. Gathering relevant data and information: To substantiate problem areas, there is a need to collect relevant facts. These may be drawn from organizational department records and interviews. Classifying, analyzing and presenting gathered data to the client: Some data are serious while others are not. Others may affect regular members and not middle managers. Identifying problems areas by both client and consultant: There are different approaches in identifying problem areas. They brainstorm.  Specifying target clients: Once these problem areas have been identified, both client and consultant agree on the intended client. Selecting appropriate change intervention strategies: Having identified the problem areas and the target clients, change interventions can now be selected for implementation. Determining the degree of change attained: The parameters for change to be clearly delineated. These include laying down the specific measures and the desired degree of change. Implementing the change: Once the organization development interventions have been identified and the degree of change have been determined, change is executed. Collecting and Analyzing Diagnostic Information Unobtrusive data: are secondary data gathered from company records and other historical sources. - A clear definition of the objectives of the change program to determine relevant information. - An accurate identification of significant variables involved in the situation. These can be both quantitative and qualitative. Analytical Diagnostic Information Qualitative tools Content Analysis Model: It is a process of summarizing comments into meaningful conclusions. It is formal in treatment. The process can be categorized into three steps: 1. Responses to specific questions are read to be familiar with the comments and to determine whether some of them are recurring. 2. Common ideas or themes are generated from these recurring responses, labeled and noted. 3. Lastly, individual responses are reviewed and categorized according to themes. By doing this, the content of the qualitative data is analyzed. Force Field Analysis Model: The force field analysis model is derived from Kurt Lewin's three- step model of change. The driving force are individuals working toward the acceptance of a change program while restraining forces are people blocking the acceptance of the said change. The driving force wants change due to the reason that they are subjected to external or internal pressures to change. Reasons may be environmental in nature, according to supplier and customer requirements, or are due to inherent organizational needs. Quantitative Tools Statistical Measures: Two very important statistical measures are used in quantifying diagnostic organization development data. Frequency Distribution and Scatter Diagram: The frequency distribution is a method of showing the organization development diagnostic results through class intervals with corresponding frequencies. Significant Difference and Relations: Inferential statistics is used to draw conclusions and generalizations about a given population based on a sample of results. Hypothesis testing is conducted to test the significant differences. Feeding Back Diagnostic Information One of the most important phases in the organization process is feeding back diagnostic information. Once the organization develops professionals in such a way that they are relevant, complete, and understandable. Survey Feedback The survey feedback is a special combination of data collection and collection feedback. It is one of the most convenient ways of collecting data from organization members. MODULE 5: Designing Interventions Any intervention to be effective is dependent onto the extent to which it fits the needs of the organization, the level of skill, knowledge, and expertise present in the organization, the level of skill, knowledge, and expertise present in the organization to successfully bring about the intended outcome, and the extent to which the intervention enhances the organization's capacity to manage change. Moreover, organization development interventions should possess the following features: Specific goals: Although goals are macro in perspective, they should be reiterated and reinforced by specific objectives that carry out the attainment of the stated goals. Specificity of change target: Organization development intervention should specify what unit and level of unit are affected by the change. Specificity of the extent of the organization development intervention. The degree of the desired change has to be explicitly stated to be able to come up with the proper approach.  Specificity of internal support and managerial sponsorship needed to bring about the desired change: without support, no intervention can be successfully undertaken. Factors that Affect Organization Development Intervention Success: Certain variables present in the change situation affect intervention success. They are following: Individual, group and organizational factors: individuals are essentially distinct. No person is the same since they differ in their beliefs, attitudes, family background, vision and career direction, expectation, work performance, ethics and relationship. The change process itself: The change mode itself is a critical determinant of successful organization development execution. The readiness and capacity for change: Organizational readiness and capability to change are important to effective organization development intervention. The capacity of the organizational development professional: Some organization development practitioner are the cause of intervention failures The organization culture: Another important component of organization development success is the organization culture. All organizations have their own unique culture. Organizational culture refers to a system of shared values and beliefs that evolved among the organization members for a period of time. Organization culture is characterized by the following: 1. A shared vision among the organization members that provides direction to the organization. 2. Identification of the employees with vision, mission, goals and objectives of the organization. 3. Distinct behavioral norm shared by each of the organization members. A significant component of organizational culture is organizational climate. It describes the atmosphere permeating among organization members. This includes employee morale, job satisfaction, leadership cooperation and performance. Types of Organizational Development: Organization intervention include self-interventions, training on self-knowledge, time management, stress management, career planning, team interventions, inter-group dynamics, goal setting management by objectives, managerial grid, survey research and feedback, likert system 4 and job formulation framework.  Productivity intervention includes quality concepts and tools like quality, quality gurus, total quality management, quality management system. statistical quality control, quality function development, self-managed work teams, problem solving, group and approaches, benchmarking, 55 six sigma, just-in-time, purchasing and continuous quality improvement. Strategy intervention focuses on the use of balanced scorecard, re-engineering, transformational dynamism, culture change, learning organizational and knowledge management. Forms of Organizational Management 1. Self intervention generally focuses on two aspects of employee behavior namely, employee involvement and empowerment. Employee involvement refers to the employee's active participation and commitment to the organization's vision, mission, goals and objectives and activities. 2. Training in Self-knowledge purposely conducted to develop self-awareness and leadership skills in individuals. 3. Time Management environment realities today are profoundly deafening. They dictate the tempo of living. 4. Stress Management time management is closely related to stress management and burn out. Stress is an internal response to a stimulus that threatens to disturb a person's emotional ability. 5. Career Planning career refers to the sequence of activities and jobs engaged in by an individual during his working life. Career path is the course and direction that an individual takes as he goes through his personal and work life. 6. Team Interventions effective and team building skills are essential in today's organizational team development. 7. Inter-group Interventions issues and problems confront inter-groups. Sub-optimization of goals, inter-group competition and imbalance between groups are forms of organization concern that require inter-group interventions. 8. Goal Setting is an approach that emphasizes the need to aim for something. 9. Management by Objectives is an approach whereby management and organization members identify common goals, determine expected outcomes and then use these results to set new goals. 10. Managerial Grid is a high performing systematic approach designed by Blake and Mouton in 1985. It is essentially applied to achieve corporate excellence. 11. Survey Research and Feedback is a method that provides techniques for changing work relationships. It is a means of measuring the effects of changes within the organization. 12. Likert 4 is one of the more tools used in measuring continuum organizational effectiveness. 13. Job Formulation is a process in which specific tasks are analyzed, designed and redesigned. It has three phases. The first phase is the conduct of job analysis. Once completed, job design follows. If there is a need to improve and enhance the designed job, the organization can implement job redesign. MODULE 6 Process Consultation Process consultation (PC) is a general framework for carrying out helping relationships. Schein defines process consultation as “the reaction of a relationship that permits the client to perceive, understand, and act on the process events that occur in (his/her) internal and external environment in order to improve the situation. Ten Principles to Guide The Process Consultant's Action. Always stay in touch with the current reality Always try to be helpful Access your ignorance Everything you do is an intervention The client owns the problem and the solution Go with the flow Timing is crucial Be constructively opportunistic with confrontive intervention Everything id transformation: errors will always occur and are the prime source for learning When in doubt, share the problem. Basic Process Interventions: Individual Interventions These interventions are designed primarily to help people be more effective in their communication with others. Group interventions These interventions are aimed at the process, content, or structure of the group. Third-party Interventions The third party interventions focus on conflicts arising between two or more people within the same organization. Third party interventions vary considerably depending on the kind of issues underlying the conflict. Team Building Team building refers to a broad range of planned activities that help groups improve the way they accomplish tasks, help members enhance their interpersonal and problem skills, and increase team performance. Team building also can help groups overcome specific problems, such as apathy and general lack of member interests; loss of productivity; increasing complaints within the group; confusion among assignments; low participation in meeting; lack of innovation and imitation; increasing complaints from those outside the group about the quality, timeliness, and effectiveness of services and products, snd hostility or conflicts among members. Team building Activities A team is a group of independent people who share a common purpose, have common work methods and hold each other accountable. Activities Relevant to One or More Individuals People came into groups and organizations with varying needs for achievement, inclusion and belonging. These needs can be supported and nurtured by the team's structure and process or they can be discouraged. Table 6.1 A Classification of Team-Building Activity  LEVEL OF ACTIVITY ORIENTATION OF ACTIVITY DIAGNOSTIC One or more individuals. Instruments, interviews and feedback to understand style and motivation of group members. Group operations and behavior Survey, interview, and team meetings to understand the group's processes and procedure. Relationship with the organization Surveys and interviews to understand how the group relates to its organization context Manager's Role in Team Building The manager is responsible for team functioning, although this responsibility obviously must be shared by the group itself. Therefore, it is management's task to develop a work group that can regularly analyze and diagnose its own effectiveness and work process. With the team's involvement the manager must diagnose the group's effectiveness and take appropriate actions if it shows signs of operating difficulty or stress. The Results of Team Building The research on team building's effectiveness has produced inconsistent results. Some studies have reported results across a range of variables including feelings, attitudes, and measures of performance. For example, one review showed that team building improves process measures, such as employee openness and decision making, about 45% of the time and improves outcome measures, such as productivity and cost, about 53% of the time. HRM-7 1. Approaches in Human Resource Management (HRM) HRM approaches can generally be categorized into three key models: 1. Traditional/Administrative Approach: Focuses on personnel management, compliance with labor laws, and maintaining employee records. It treats HR as a support function rather than a strategic partner. a. Traditional/Administrative Approach: The traditional or administrative approach focuses primarily on the operational side of HR. It involves activities like recruitment, payroll management, and ensuring compliance with labor laws and regulations. The role of HR under this approach is often transactional and reactive, responding to issues as they arise rather than proactively driving change. HR is seen as a support function that maintains the workforce's legal, administrative, and operational requirements. 2. Strategic HRM (SHRM): Aligns HR practices with organizational goals and strategy. This approach emphasizes developing talent to drive business success. b. Strategic HRM (SHRM): Strategic HRM integrates human resources with the company's overall strategy to ensure long-term success. SHRM focuses on talent development, leadership, succession planning, and aligning employees' roles with the business goals. In this approach, HR is a key player in shaping organizational performance and competitiveness. 3. Behavioral Approach: This focuses on employee motivation, behavior, and organizational culture. It includes leadership styles, job satisfaction, and engagement. c. Behavioral Approach: The behavioral approach to HRM emphasizes understanding employee motivation, behavior, and psychology. It focuses on building an organizational culture that fosters job satisfaction, employee engagement, and positive behaviors. The behavioral approach is tied to leadership styles, employee motivation, and performance management. 2. HR Conditions for Organizational Excellence Organizations achieve excellence when HR effectively manages talent, culture, and performance: a. Talent Development: To achieve organizational excellence, companies must continuously invest in developing their employees’ skills. Talent development ensures that employees can meet changing job demands, driving innovation and business success. This includes providing training programs, mentoring, coaching, and opportunities for career progression. b. Culture of Innovation: HR plays a crucial role in fostering a workplace culture that encourages innovation, creativity, and risk-taking. A culture of innovation allows employees to experiment, share ideas, and collaborate across departments without fear of failure, which can lead to breakthrough products and services. c. Employee Engagement: Engaged employees are more productive, committed, and likely to contribute positively to the organization. HR can promote engagement by recognizing achievements, offering meaningful work, and ensuring strong relationships between employees and management.. 3. Strategic HRM in the Philippines a. Competency Development: In the Philippines, building competencies that meet international standards is essential for companies to remain competitive in the global market. HR must focus on developing skills that are critical for business growth and enabling employees to stay competitive in the global economy. b. Labor Relations: The Philippines has a robust labor law system, and strategic HRM involves aligning labor practices with international standards while ensuring business growth. HR plays a key role in maintaining good relations between employers and employees, ensuring that labor laws are respected while supporting the company’s objectives. c. Workforce Planning: With the advent of ASEAN integration, companies in the Philippines must prepare for increased competition and talent mobility across Southeast Asia. Strategic workforce planning involves attracting both local and international talent to meet business demands. 4. Global Talent Priorities for HR a. Diversity and Inclusion: Diversity and inclusion have become global priorities in HR. Companies strive to create workforces that reflect their global customer base and encourage diverse perspectives. Inclusion ensures that employees from different backgrounds feel valued and can contribute fully. b. Agility and Resilience: In today’s rapidly changing business environment, HR must ensure that employees are agile and resilient, able to adapt to disruptions such as technological advancements or geopolitical changes. HR departments may focus on cross-training and upskilling employees to keep pace with these changes. c. Talent Mobility: Talent mobility involves moving employees across different regions and roles to build skills and foster a more global perspective. International assignments and cross- border teamwork allow employees to develop a broader range of competencies and prepare them for leadership roles. Outcomes of Talent Management The outcomes of effective talent management include: Increased Retention: Employees stay longer when development opportunities and career paths are clearly defined. Enhanced Performance: A well-developed talent pool drives higher individual and organizational performance. Stronger Leadership Pipeline: Consistent grooming of future leaders ensures business continuity. Key Features of Talent Management Talent management typically involves: Workforce Planning: Anticipating future talent needs. Talent Acquisition: Attracting top-tier talent that aligns with the company culture and goals. Talent Development: Continuous skill building through training, mentorship, and career development. Succession Planning: Identifying and preparing future leaders within the organization. Business Drivers for Talent Management The main business drivers are: Global Competition: The need to attract and retain talent that can innovate and drive competitiveness. Technological Advancements: Digitalization requires new skills and continuous learning. Workforce Demographics: Adjusting to generational shifts, such as millennials and Gen Z entering the workforce. Developing a Talent Management System A talent management system should integrate: Recruitment: Sourcing and hiring based on potential and cultural fit. Performance Management: Regular assessments and feedback mechanisms. Learning & Development: Programs to grow both hard and soft skills. Compensation & Benefits: Competitive packages aligned with industry standards. Sample Company Best Practices in Talent Management Strategy 1. Google: Uses data-driven HR practices to predict employee performance and manage retention. 2. Unilever: Implements global mobility programs to develop leadership in different markets. 3. IBM: Prioritizes diversity and inclusion, linking these efforts directly to business performance. ________________________________________ Competencies Types of Competencies Core Competencies: Skills and behaviors that all employees must possess (e.g., communication, problem-solving). Leadership Competencies: Required by those in management (e.g., strategic thinking, people management). Functional Competencies: Specific to certain roles (e.g., technical skills for engineers or IT professionals). Competency Model A framework that identifies the competencies required for a specific job role or organizational goal. It ensures that employees meet performance standards, while offering a pathway for skill development. ________________________________________ Aligning HR Systems Motivation Intrinsic Motivation: Driven by internal rewards like job satisfaction, creativity, and purpose. Extrinsic Motivation: Influenced by external rewards like salary, benefits, or recognition. Perspective on Motivation Motivation theories help organizations create the right environment for employees to thrive. Examples include: Maslow’s Hierarchy of Needs: Addressing employee needs from basic (e.g., salary) to self-actualization (e.g., career growth). Herzberg’s Two-Factor Theory: Distinguishing between factors that cause job satisfaction (motivators) and those that prevent dissatisfaction (hygiene factors). ________________________________________ Critical Organizational Attributes Key attributes include: Agility: The ability to respond quickly to market changes. Innovation: Fostering creativity within the workforce. Collaboration: Encouraging teamwork across departments and borders. Employee Value Proposition (EVP) EVP represents the balance of rewards, benefits, and opportunities an employee gets in return for their contributions. A strong EVP helps in talent retention and attraction. Employment Branding Employment branding focuses on the image a company presents to potential hires. A positive brand helps attract top talent and boosts employee morale. Talent Acquisition Involves sourcing, attracting, and hiring candidates who fit organizational needs. Best Practices in Talent Acquisition 1. Leverage Technology: Use AI and data analytics to find the right candidates. 2. Diversity Focus: Prioritize diverse talent pools for fresh perspectives. 3. Candidate Experience: Ensuring smooth, transparent, and engaging hiring processes. ________________________________________ Performance Management This includes processes to monitor, evaluate, and improve employee performance. Key aspects include: Goal Setting: Defining clear, measurable objectives. Regular Feedback: Providing timely, constructive criticism to ensure improvement. Development Plans: Offering resources for skill and career advancement. ________________________________________ Rewards Management Rewards management focuses on designing compensation and benefit programs to attract, retain, and motivate employees. It includes: Fixed Pay: Salary and wages. Variable Pay: Bonuses, commissions, and incentives. Benefits: Health insurance, retirement plans, and non-monetary perks. ________________________________________ Career Management This involves providing employees with tools, guidance, and opportunities to shape their own career paths within the organization. Key strategies include: Individual Development Plans (IDPs): Personalized career development roadmaps. Mentoring & Coaching: Offering guidance from experienced professionals. Internal Mobility: Encouraging lateral moves to expand skills and opportunities for promotion. ________________________________________