By Michael I. Harrison
This publication provides a particular method of organizational session and deliberate switch that displays present learn and theorizing approximately organizational switch and effectiveness.
The authors draw on a number of analytical frameworks to supply empirically grounded versions of resources of ineffectiveness and forces for switch. The ebook deals doable ideas to severe difficulties and demonstrates how you can meet organizational demanding situations corresponding to industry downturns, technological switch, and alliances with different corporations.
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Extra info for Organizational Diagnosis and Assessment: Bridging Theory and Practice
The development of a broad, integrative view of organizational affairs and the ability to engage in self-diagnosis can, in turn, contribute to organizational learning and the capacity for organizational self-renewal. Diagnosis in Context Consultants and decision makers shape the focal concerns of diagnosis and its processes and methods in response to the decision issues facing them, to diagnostic objectives, and to the interpersonal and organizational contexts in which diagnosis occurs. Comparisons among alternative diagnostic goals and roles for consultants capture many of these important variations.
In addition, explicit models can be modified more readily than implicit ones, so as to enhance the model's validity (Tichy, Hornstein, & Nisberg, 1976). Third, the use of explicit models motivates consultants to engage in orderly diagnostic work and to avoid rushing ahead with recommendations for change. Otherwise, consultants and clients may be tempted to hop on the bandwagon of planned change before a systematic and logically sequenced diagnosis has been completed. A sound diagnosis will bring out organizational strengths that may be undermined by change efforts and will illuminate the complexities of accomplishing change.
The consultants deepened the client's commitment to the project by focusing quickly on the specific problems and ineffective outcomes that were most troubling to members of the organization and to their clients. Then, the consultants developed an explanatory model that distinguished symptoms of ineffectiveness and presented problems from their underlying causes. This model helped the client discover feasible ways of removing these causes of ineffectiveness. Furthermore, the model used in feedback helped motivate the client to undertake change by pointing to solutions that did not directly threaten the client or his colleagues.
Organizational Diagnosis and Assessment: Bridging Theory and Practice by Michael I. Harrison