Organizational diagnosis involves analyzing a company’s strengths, weaknesses, and employee receptiveness to change in order to identify and address any problems. This process is crucial for preventing financial losses, avoiding potential closure, and remaining competitive in a highly competitive market.
The process of organizational diagnosis typically occurs in several stages. Initially, the parent company hires a team of external consultants and researchers to visit the company. The researchers typically start with a reconnaissance stage, during which the consultants spend time at the organization to familiarize themselves with the workers and gain an initial understanding of the company’s operations. They achieve this by engaging in conversations with employees, observing daily activities, and consulting with management.
Upon completion of preliminary research, the consultants will partner with the organization’s clients to develop a written plan that outlines the desired expectations and goals. Consulting firms are usually sought after by companies dealing with problems or multiple issues, requiring guidance on the most effective strategy for implementing change. Consultants possess specialized knowledge in management, human psychology, sociology, and organizational behavior. Occasionally, it is beneficial to hire a non-
A group of biased consultants can observe the company externally to determine the best course of action for resolving the current problems. Once the client and consultants agree on a plan, the consultants will initiate a more detailed research stage. This involves meeting with key members of the organization to assess their perspectives on change and the consulting project, as well as observing daily tasks and evaluating communication skills and interactions among workers. These activities help researchers understand the interpersonal relationships and power dynamics within the company. Conducting surveys and questionnaires also helps gather workers’ opinions on the corporation and their views on proposing a change.
Researchers will thoroughly examine important documents to analyze the company’s strengths, weaknesses, goals, and history. Consultants will also gauge key members’ willingness to accept and implement change as part of this process. If resistance to change is present, consultants will adjust their goals and strategies to avoid setting unattainable objectives. It is not worthwhile to spend time developing a problem-solving plan if an organization demonstrates an unwillingness to embrace change. Recognizing an organization’s resistance leads to separate issues that must be addressed, typically through restructuring personnel and staff. This approach aims to avoid implementing a plan destined to fail and further frustrate the organization.
After thoroughly familiarizing themselves with the company and discussing strategies for successful change implementation, the consultants will create custom methods for implementing change that suit the organization’s unique culture. Some examples of these methods include specialized training programs, team building projects, job task re-designation, changes in supervisory structure, alterations to reward systems, and goal achievement programs.
Upon meeting with the company to present their final planned list of changes and implementation plans, the consultants will observe and assist the company as they start correcting their issues. The consultants will answer any questions and help solve problems or roadblocks that the clients may encounter. During this time, the researchers serve as a technical support hotline, providing on-site assistance in any way possible.
Following a brief trial period of implementing changes, the customer and consultants will convene a meeting to evaluate the effectiveness of the ongoing changes. This is an opportunity to refine processes and introduce new ideas in order to enhance the company’s reform campaign.
After a specific period of time, the consultants will leave the premises once they have ensured confidentiality and completed the intended change campaign. However, they can still be contacted for discussing any issues or ideas for continuously enhancing the initial plan.
The company will evaluate the effects of the campaign’s modifications in the upcoming months and years to ascertain the success of the change process or identify areas for further improvement. In instances where additional enhancements are necessary, engaging a new consulting firm might be beneficial for addressing company issues. Additionally, there is a possibility that the company will identify other internal concerns requiring analysis and corrective actions.
When it comes to organizational diagnosis and cultural evaluation, all of the sources I have examined and researched tend to share the same principles. While some sources may use different names for the stages, the processes themselves remain unchanged. Organizational diagnosis resembles troubleshooting an issue in a mechanical system. It involves identifying the problem, locating its source/s, and devising a plan to fix or rectify it. However, dealing with people rather than mechanical objects introduces additional variables and unforeseen challenges.
Executives, managers, and even hourly employees need to stay dynamic and receptive to combat the instability of a dynamic corporation. A company that refuses to improve and stay open-minded is usually a short-lived one that will be easily surpassed by a constantly changing marketplace. The global marketplace is highly competitive and dynamic. To maintain a leading position, one must constantly outperform their competitors.
