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In the current fast growing situations in the economy, different organizations require a constant review of their operational strategies. The modes of planning in any organization should change as time goes. In addition, new goals should appear in order to fit in with the changing times and situations. Other basic areas that need alteration with time include making of new decisions and improvement of the communication skills both internally and externally. Furthermore, in case the conflicting individuals or groups exist within the organization, a unified and collaborative way of working should occur. All these steps work in the improvement of an organization’s mode of operation. To that effect, any organization requires a key method of handling an organizational diagnosis that would help in improving and keeping the company on track.
Several steps are involved in effective organizational diagnosis. These include improving the communication skills within the organization and encouraging collaborative functioning. The main aim of carrying out an organizational diagnosis includes making a shared comprehension of a firm. Furthermore, it is fundamental since the organization finds out whether it requires any change in its processes of operation.
Organizational diagnosis bases its operation on the human science. A brief meeting takes place beforehand to identify the areas of concern that need intervention during the diagnosis. In addition, it can be done with the help of questionnaires that may be found online. Another method of carrying out effective organizational diagnosis includes personal interviews. Other methods include sitting in groups with attempts to review methods in which teamwork could improve the company’s operations. In the process of carrying out effective diagnosis, the diagnosticians require a keen evaluation of internally and externally formed groups that influence the organization. Moreover, they need to consider individuals whose livelihoods are influenced in one way or another by the particular organization.
There exist three key procedures in carrying out effective organizational diagnosis. These include entry, collection of data and finally feedback. These processes are referred to as recursive. The main reason why they are referred to as recursive includes the fact that they exhibit an overlapping characteristic. These three stages tend to overlap largely during the process of their implementation. Moreover, during implementation of these three stages in organizational diagnosis, a clear interrelation depicts itself.
Organizational diagnosis relates immensely with project management. Both disciplines are involved in the improvement of operational qualities of an organization. In the project management, specialists work on the resource planning, control and motivation. These steps should be done in the attempt to meet the set goals and visions of an organization. In the same way, organizational diagnostics involve processes that help to improve the human involvement in the organization.
Projects occur for a short period. The time stipulated for projects is fixed and projects normally require adequate funding for their undertaking. In addition, they occur as unique steps in an organization meant to achieve certain set goals.
An effective organizational diagnostic enables an organization to review and improve the teamwork. Furthermore, it allows departmental and managerial adaptation to the new operational systems of work within the organization.
The company or organization possesses the capability of working out an appropriate method of making the organization move forward. The organization also possesses the capability of estimating the costs of carrying out the diagnosis. This ensures that it remains within its financial scopes.
Various goals are to be set associated with organizational diagnosis. First, it enables the organization to foresee impacts and results of any transaction beforehand. Next, it allows the firm to confirm its missions and visions before the step is taken. This process also enables the organization to identify its weak points and establish methods of dealing with them. When the organization carries out a diagnosis, it possesses the capability of reasoning out whether the merits of any transition carried out appear more than the costs of the operation or project. In this way the organization can review the strategy or change it for safety of the organization’s financial state.
An effective diagnosis brings various benefits to an organization. It helps the groups or organization in achieving the set goals in effecting new operational ideas. To carry out an effective organizational diagnosis, an organization should employ expert advisers. This would assist in quick intervention and completion of the diagnosis in a desirable way. Expertise tends to suggest the most appropriate diagnostic tools that enable the entire process appear successful.
In conclusion, a proper organizational diagnosis should be fundamental in the attempts to achieve certain set goals. The right strategies should be worked out in place in order to achieve the desired goals within the stipulated time. The method of organizational diagnosis selected should also fit into the financial capabilities of the organization. An appropriate way of starting the process includes arguing out the steps in groups. This enables the plans to work out in a desirable manner.
A diagnosis enables an organization to identify its capability to employ new approaches in its operations. Thus, an advisor should be fundamental in this operation since he or she can inform the organization of the capabilities of the people to adapt to the new conditions. The advisor would also evaluate the behavioral characteristics of the individuals in the organization in relation to the effects of the diagnosis. This may enable the organization to review the method of diagnosis in order to suit the comfort of the people affected by the organization. Since this process is majorly engaged in the human science, it requires great consideration of the impacts it possesses on the individuals attached to the organization in one way or another (Alderfer, 1975).