The importance of the diagnosis of an organization cannot be stressed enough in the realm of organizational development and planned change. It is crucial that organizations take a real look at their own practices, strategies, and structure to ensure they make a proper assessment of the organizations functionality and any change initiatives that need to take place. What organizational diagnosis can reveal is the key stakeholders in the change process by examining mental models and providing a forum for an open line of communication among employees. This is a critical step in the process without having an open line of communication employees may feel cutoff and they may be reluctant to discuss any real challenges or problems they may be facing.
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Each have unique characteristics and are applied in a manner that is appropriate for their use and the basis of what the diagnosis seeks to measure. For example, the Open-Systems Model states that organizations exist in the context of a larger environment where there is a large unitary group input which will ultimately result in some type of output. The next most common level of organizational diagnosis comes about in Group-Level Diagnosis. Generally speaking the Group-Level Diagnosis consist of relatively small number of individuals who typically work on a permanent basis and preform ongoing task. One example of this level of diagnosis is present at my work where each position is divided into a small group of team members who collectively work on different assignments ultimately striving to accomplish an end goal. So in my role as a logistics planner I work each day with my other team members planning truck capacity in the southeast region of the United States and we each take different states within the larger region. The last major form of organizational diagnosis is known as the Individual-Level of Diagnosis which is centered on the individual job or position. This level of diagnosis can allow for a deeper and organic level of diagnosis which allows OD professionals to see the everyday challenges employees face (Cummings & Worley,
Each have unique characteristics and are applied in a manner that is appropriate for their use and the basis of what the diagnosis seeks to measure. For example, the Open-Systems Model states that organizations exist in the context of a larger environment where there is a large unitary group input which will ultimately result in some type of output. The next most common level of organizational diagnosis comes about in Group-Level Diagnosis. Generally speaking the Group-Level Diagnosis consist of relatively small number of individuals who typically work on a permanent basis and preform ongoing task. One example of this level of diagnosis is present at my work where each position is divided into a small group of team members who collectively work on different assignments ultimately striving to accomplish an end goal. So in my role as a logistics planner I work each day with my other team members planning truck capacity in the southeast region of the United States and we each take different states within the larger region. The last major form of organizational diagnosis is known as the Individual-Level of Diagnosis which is centered on the individual job or position. This level of diagnosis can allow for a deeper and organic level of diagnosis which allows OD professionals to see the everyday challenges employees face (Cummings & Worley,