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Organization Development

Diagnosing Groups and Jobs

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Diagnosing Groups & Jobs

» Diagnosis is the second major phase in the

model of planned change. Based on open-

systems theory, a comprehensive diagnostic

framework for organization, group, and job-

level 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.

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» 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.

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» 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.

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» 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.

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» 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.

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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.

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Goal Clarity

Task Group

Structure Functioning

Group Performance

Composition Norms

Group-Level Diagnostic Model

Inputs Design Components Outputs

Organization

Design

Group

Effectiveness

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Group-Level Design Components

• Goal Clarity

– extent to which group understands its objectives

• Task Structure

– the way the group’s 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

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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

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Skill Variety

Task

Identity Autonomy

Task Feedback

Significance about Results

Individual-Level Diagnostic Model

Inputs Design Components Outputs

Organization

Design

Group Design

Personal

Traits

Individual

Effectiveness

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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

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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