Organizational Diagnosis

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Organizational Diagnosis Models
Organizational development is the most significant attribute that leads the management of an organization towards the attainment of the organizational goals. But yet organizational development is a broad term that encompasses various practices and aspects. Organizational diagnosis is one of the functional aspects of organizational development that proposes a set of diagnostic tools to effectively evaluate the progress of an organization, presents the analysis of an organization current standing along with the strengths and weaknesses of the organizational structure.
Models
The formal notion that forms the mainstream of organizational diagnosis is explained by various researchers. Six widely accepted and implemented organizational diagnostic models that serve as a parameter of analyzing the organizational development are , Four frame model, Star model, 7- S model, Congruence model, Burke- Litwin Model and Weisbord’s Six-Box Model (Noolan).
Four Frame Model
The four frame model proposed by Bolman and Deal mainly encompasses the managerial expertise. The model explains four specified structural views that the management needs to consider. It mainly emphasizes on the importance of a 360 degree view of an organization by the management. Rather than relying on broad data the management needs to effectively analyze the four specified areas namely the structure, the political the human resource and the symbolic (Falletta, 2005). The structural view deals mainly with the coordination within an organization, the relationships, structure and the policies. The need to pay attention on the human resource of an organization is mainly to cater the need of the employees, establish healthy employee employer relationship and to promote a healthy environment so that the employees can exercise their skills to the best. The political frame is equally important to consider as the management should be vigilant that how the supervisors are exercising their powers over the subordinates. And the illegitimate politics should be eradicated. The final rather the most important frame is the symbolic frame. As a matter of fact the organizational members are bounded by an ethnocentric force created by the organizational culture and customs. This force has more binding energy than the organizational goals, so it is hereby required by the organization to effectively maintain the symbolic strength of organizational symbols and should ensure that these symbols do not lose their meaning for the members of the organization.
Strength of the four frame model
The four frame model is an effective model as it allows the management to analyze the internal affairs of the organization from four different viewpoints. These practices allow the management to be more rational is decision making and inculcating new morals, leadership and developing ethics among the organizational members.
Weaknesses of the four frame model
The four frame model although presents four wide frames to examine the organizational development, but yet the model does not supports or proposes any technique to effectively induce any change in the organization. It also overlooks the importance of training the employees to become use to of change in order to withstand the external pressure and intense competitions.
Burke-Litwin Model
A causal model of organizational performance and change or the Burke- Litwin model is an effective model that proposes the set factors that affect the performance of the organization; these factors can be both external and internal. It establishes a cause and effect linkage between the environmental proportions and the performance of the organization with respect to these environmental factors. The model has very delicately generated the linkage between the fluctuating environmental and the dynamics of the organization in response to those fluctuations. This is a managerial function that encourages the organization to change and maintain its steady performance. The model caters twelve organizational aspects namely the external environment, the mission and strategy, the culture, the structure, the managerial practices, the system, the work unit climate, the task and individual skills, the individual needs and values, motivation and the individual and organizational performance (Burke, 1992).
Strengths of the Burke-Litwin Model
The distinctive strength of the model is the distinction the model proposes between the transformational and transaction of the organization. This aspect deals with the responses of the organization towards the environmental changes. Transactional changes are the change that mainly deals with the attributes like the structure, the system, individual’s needs and values along with the individuals’ tasks and skills. Whereas the transformational changes; mainly encompasses the changes with respect to the fluctuations of the external environment that in term of organizational mission and strategy.
Weakness of the Burke-Litwin Model
Irrespective of the fact that the model presents the agenda of the external and internal factors that affects the organization and the changes in balance but yet the Burke-Litwin Model does not amply satisfies the trends that the organization needs to follow to resist negative changes. It is not possible for all types and sizes of the organization to bring in change as the environmental factors fluctuates, so rather than following the fads of the environment the organization should develop strategies to minimize the effect of external factors rather than adapting to abrupt changes.
The Star Model
The star model is an organization diagnostic model that defines the policies and layout of the organization using five parameters. These five parameters are namely the strategy, the struct...