Organization Development

Diagnosing Groups and Jobs

Diagnosing Groups & Jobs

Diagnosis is the second major phase in the
model of planned change. Based on opensystems theory, a comprehensive diagnostic
framework for organization, group, and joblevel systems was discussed. The
organization-level diagnostic model was
elaborated and applied. After the
organization level, the next two levels of
diagnosis are the group and job.
2

 Many large organizations have groups or

departments that are themselves relatively
large. Diagnosis of large groups can follow
the dimensions and relational fits applicable
to organization-level diagnosis.
In essence, large groups or departments
operate much like organizations, and their
functioning can be assessed by diagnosing
them as organizations.

 Small departments and groups, however, can

behave differently from large organizations
and so they need their own diagnostic
models to reflect those differences.
In work group it generally consist of a
relatively small number of people working
face-to-face on a shared task.
Work groups are prevalent in all sizes of
organizations.
They can be relatively permanent and
perform an ongoing function, or they can be
temporary and exist only to perform a
certain task or to make a specific decision.
4

 Organization design is clearly the major

input to group design. It consists of the
design components characterizing the larger
organization within which the group is
embedded: technology, structure,
measurement systems, and human resources
systems, as well as organization culture.
Technology can determine the
characteristics of the group's task; structural
systems can specify the level of coordination
required among groups.
5

 The human resources and measurement

systems, such as performance appraisal and
reward systems, play an important role in
determining team functioning. For example,
individually based performance appraisal and
reward systems tend to interfere with team
functioning because members may be more
concerned with maximizing their individual
performance to the detriment of team
performance.
Collecting information about the group's
organization design context can greatly
improve the accuracy of diagnosis.
6

Group- Level Diagnostic Model

replicates the comprehensive model which
highlights the group- and individual-level
models. It shows the inputs, design
components, outputs, and relational fits for
group-level diagnosis.

Group-Level Diagnostic Model

Inputs

Design Components

Outputs

Goal Clarity
Organization
Design

Task
Structure

Group
Composition

Group
Functioning

Group
Effectiveness

Performance
Norms

Group-Level Design Components

Goal Clarity
extent to which group understands its objectives
Task Structure
the way the groups work is designed
Team Functioning
the quality of group dynamics among members
Group Composition
the characteristics of group members
Performance Norms
the unwritten rules that govern behavior
9

Group-Level Outputs
Product or Service Quality
Productivity
e.g., cost/member, number of decisions

Team Cohesiveness
e.g., commitment to group and organization

Work Satisfaction

10

Individual-Level Diagnostic Model

Inputs
Organization
Design
Group Design

Personal
Traits

Design Components

Outputs

Skill Variety
Task
Identity

Task
Significance

Autonomy

Individual
Effectiveness

Feedback
about Results

11

Individual-Level Design Components

Skill Variety
The range of activities and abilities required for
task completion
Task Identity
The ability to see a whole piece of work
Task Significance
The impact of work on others
Autonomy
The amount of freedom and discretion
Feedback about Results
Knowledge of task performance outcomes
12

Individual-Level Outputs
Performance
e.g., cost/unit, service/product quality

Absenteeism
Job Satisfaction
e.g., internal motivation

Personal Development
e.g., growth in skills, knowledge, and self
13