Organizational diagnosis is a process in which information is collected to understand the current functioning of an organization (Cumming & Worley, 2014, pg. 786). Organizational diagnosis is needed when someone within an organization hires an OD practitioner or consultant to evaluate and address an issue of concern within an organization. These workplace issues could range from employee engagement, job satisfaction, performance management, diversity and inclusion, etc. To effectively conduct a diagnosis, a vital part of the process is collecting data. Data collection allows researchers to evaluate multiple types of data while they try to understand the problems of an organization and to lay the foundation for solving these problems. Data collection
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In addition, this method provides accurate information about human and social processes within the workplace (Kuhnert, 1993, pg. 459). Many use surveys because of their ease of use and cost efficiency. Surveys are nice to gauge what is the current functioning of the organization and can further help define what the exact organizational issues are. For this diagnosis, I want to find definitive reasons behind the high turnover rate. This good be low employee morale, low job satisfaction, low employee engagement, absence of performance reviews, and many other things. Implementing a survey first would allow me to examine what social and work processes are in place at the organization (Kuhnert, 1993, pg. 464). In doing this, I could find certain areas to focus the diagnosis on and find the underlying potential causes for the high turnover rate. Surveys are useful because they allow the potential causes of the organizational issue to be identified and they can provide statistical data that can show the organization real numbers. Top management might be apprehensive to the data and feedback if they do not understand it, and using numbers is a great way to show simple, but accurate data. Although, this method has many advantages, there are some limitations when using surveys. Surveys are very impersonal and they do not provide the complete picture of what is happening in an organization. That is why I …show more content…
Schein defines culture as the assumptions that a group learns, invents and develops over time in learning to cope with problems of external adaption and internal integration (1990, pg. 11). Culture helps define an organizations artifacts, values and assumptions and can influence how these concepts are portrayed in an organization (Schein, 1990, pg. 111). Many organizations go through change and this means taking the culture into account. Changing organizational culture is usually for the better, but some organizations need to adapt their culture while changes are
In addition, this method provides accurate information about human and social processes within the workplace (Kuhnert, 1993, pg. 459). Many use surveys because of their ease of use and cost efficiency. Surveys are nice to gauge what is the current functioning of the organization and can further help define what the exact organizational issues are. For this diagnosis, I want to find definitive reasons behind the high turnover rate. This good be low employee morale, low job satisfaction, low employee engagement, absence of performance reviews, and many other things. Implementing a survey first would allow me to examine what social and work processes are in place at the organization (Kuhnert, 1993, pg. 464). In doing this, I could find certain areas to focus the diagnosis on and find the underlying potential causes for the high turnover rate. Surveys are useful because they allow the potential causes of the organizational issue to be identified and they can provide statistical data that can show the organization real numbers. Top management might be apprehensive to the data and feedback if they do not understand it, and using numbers is a great way to show simple, but accurate data. Although, this method has many advantages, there are some limitations when using surveys. Surveys are very impersonal and they do not provide the complete picture of what is happening in an organization. That is why I …show more content…
Schein defines culture as the assumptions that a group learns, invents and develops over time in learning to cope with problems of external adaption and internal integration (1990, pg. 11). Culture helps define an organizations artifacts, values and assumptions and can influence how these concepts are portrayed in an organization (Schein, 1990, pg. 111). Many organizations go through change and this means taking the culture into account. Changing organizational culture is usually for the better, but some organizations need to adapt their culture while changes are