Organizational Diagnostic ModelsOrganizational Diagnostic ModelsOrganizational Diagnostic ModelsOrganizational Diagnostic Models
Ing. Josef Kašík, Ph.D.
Department of Business Administration
Faculty of Economics
VŠB – Technical University of Ostrava
2011
Importance of OrganizationalModels
Importance of OrganizationalModels
� often identify vital organizational variablesand depict the nature of the relationshipsbetween these key variables
� help us to understand more clearly and quickly what happens in organizations and
� often identify vital organizational variablesand depict the nature of the relationshipsbetween these key variables
� help us to understand more clearly and quickly what happens in organizations andquickly what happens in organizations andthus aids the diagnostic process
� help us to interpret data about anorganization
quickly what happens in organizations andthus aids the diagnostic process
� help us to interpret data about anorganization
Selected diagnostic modelsSelected diagnostic models
1. Force Field Analysis (1951)
2. Leavitt’s Model (1965)
3. Likert System Analysis (1967)
4. Open Systems Theory (1966)
1. Force Field Analysis (1951)
2. Leavitt’s Model (1965)
3. Likert System Analysis (1967)
4. Open Systems Theory (1966)
5. Weisbord’s Six-Box Model (1976)
6. Congruence Model (1977)
7. McKinsey 7S Framework (1981-82)
8. Tichy’s TPC Framework (1983)
9. High-Performance Programming (1984)
10. Diagnosing Individual and Group Behavior (1987)
11. The Burke-Litwin Model (1992)
5. Weisbord’s Six-Box Model (1976)
6. Congruence Model (1977)
7. McKinsey 7S Framework (1981-82)
8. Tichy’s TPC Framework (1983)
9. High-Performance Programming (1984)
10. Diagnosing Individual and Group Behavior (1987)
11. The Burke-Litwin Model (1992)
Force Field Analysis (FFA, 1951)Force Field Analysis (FFA, 1951)
Current StateDriving Desired StateRestraining
Author: Kurt Lewin
Current Stateof Affairs(Problem)
Driving Forces
Desired Stateof Affairs
(Goal)
Restraining Forces
Equilibrium Interrupted
Disequilibrium During Change
Equilibrium Reestablished
Force Field Analysis- Example
Force Field Analysis- Example
Desired State:24 hour service
Restraining Forces Driving Forces:
trade unions
middle top managementChange P
rocess
Current State: 16 hour service
middle management
top management
customers
consultants
airlines
shop floor supervisors
rank & file employees
Leavitt’s Model (1965)Leavitt’s Model (1965)
Structure
Tasks Technology
People
Likert System Analysis (1967)Likert System Analysis (1967)
� is focused on 7 organizational dimensions:
1) motivation
2) communication
3) interaction
� is focused on 7 organizational dimensions:
1) motivation
2) communication
3) interaction
4) decision making
5) goal setting
6) control
7) performance
4) decision making
5) goal setting
6) control
7) performance
Likert System Analysis (1967)Likert System Analysis (1967)
� Likert developed a 43-item questionnaire related to the seven organizational dimensions
� example – extent to which supervisors willingly shareinformation with subordinates
� Likert developed a 43-item questionnaire related to the seven organizational dimensions
� example – extent to which supervisors willingly shareinformation with subordinates
Provides
minimum
information
Gives
subordinates
only
information
superior feels
they need
Gives
information
needed and
answers most
questions
Seeks to give all
relevant
information and
all information
they want
Likert System Analysis (1967)Likert System Analysis (1967)
� „System 4“ – four different types of management systems: 1) Exploitative-Authoritative (autocratic manager,
communication based on one-way orders, discipline),2) Benevolent-Authoritative (authoritative style prevails,
selective communication with subordinates, partially
� „System 4“ – four different types of management systems: 1) Exploitative-Authoritative (autocratic manager,
communication based on one-way orders, discipline),2) Benevolent-Authoritative (authoritative style prevails,
selective communication with subordinates, partiallyselective communication with subordinates, partiallytolerates their views and opinion),
3) Consultative (cooperation between supervisors andsubordinates, trust with limits created by supervisors, important decisions are made by supervisors),
4) Participative(great extent of faith and autonomy ofsubordinates for their decision-making, informal mutualcommunication).
selective communication with subordinates, partiallytolerates their views and opinion),
3) Consultative (cooperation between supervisors andsubordinates, trust with limits created by supervisors, important decisions are made by supervisors),
4) Participative(great extent of faith and autonomy ofsubordinates for their decision-making, informal mutualcommunication).
Likert System Analysis (1967)Likert System Analysis (1967)
System 1 System 2 System 3 System 4
Motivation X
Communication X
Interaction X
Decision-making X
Setting goals X
Control X
Performance X
Open Systems Theory (1966)Open Systems Theory (1966)
Inputs Outputs
Environment
TransformationInputs Outputs
Purposes
Weisbord’s Six-Box Model (1976)Weisbord’s Six-Box Model (1976)
LeadershipRelationships Structure
HelpfulMechanisms
Rewards
External EnvironmentOutputInput
The Nadler-Tushman
Congruence Model (1977)
The Nadler-Tushman
Congruence Model (1977)
Assumptions of the model:
1. Organizations are open social systems within a larger environment.
2. Organizations are dynamic entities.
3. Organizational behaviour occurs at the individual, the group and the system level.
4. Interactions occur between the individual, group and system level of organizational behaviour.
The Nadler-Tushman
Congruence Model (1977)
The Nadler-Tushman
Congruence Model (1977)
Inputs Outputs
Transformation Process
InformalOrganization
OrganizationGroup
Individual
EnvironmentResources
History
feedback
Individual
Task
Organization
FormalOrganization
strategy
The Nadler-Tushman Congruence ModelInputs
The Nadler-Tushman Congruence ModelInputs
Environment – all factors, incl. institutions, groups, individuals, events etc., that are outside the organization, but that have a potential impact on that organization
Resources – assets to which the organization has access incl. Resources – assets to which the organization has access incl. human resources, capital, information etc., as well as less tangibleresources (recognition in the market etc.)
History – patterns of past behaviour, activity and effectivenessthat may affect current organizational functioning
Strategy – stream of decisions about how organizational resourceswill be configured to meet demands, constraints and opportunities
Definitions of Congruencein the Congruence ModelDefinitions of Congruencein the Congruence Model
Pair Issues
Individual-Formal Organization
How are individual needs met by the organizational arrangements? Do individuals have clear perception of organizational structure? Is there a convergence of individual and organizational goals?
Individual-Task Do individuals have skills and abilities to meet task demands? How are individual needs met by the tasks?How are individual needs met by the tasks?
Individual-Informal Organization
How are individual needs met by the informal organization? How does the informal organization make use of individual resources?
Task-FormalOrganization
Are organizational arrangements adequate to meet the demandsof the task? Do organizational arrangements motivate behaviourthat is consistent with demands?
Task-InformalOrganization
Does the informal organization structure facilitate taskperformance or not? Does it hinder or help meet the demands ofthe task?
Formal Organization-Informal Organization
Are the goals, rewards and structures of the informalorganization consistent with those of the formal organization?
McKinsey 7S Framework (1981-82)"Managerial Molecule"
McKinsey 7S Framework (1981-82)"Managerial Molecule"
Skills(dovednosti)
Staff(zaměstnanci)
Style(styl vedení)
„Soft Ss“
(dovednosti)
Structure(struktura)
Strategy(strategie)
Systems(systém řízení)
(zaměstnanci)
SharedValues(sdílenéhodnoty)
„Hard Ss“
Tichy’s Technical Political Cultural (TPC) Framework (1983)
Tichy’s Technical Political Cultural (TPC) Framework (1983)
Missionstrategy
Tasks
InputEnvironment – history
ResourcesLegend:
Strong Impact
Weak Impact
Tasks
People
EmergentNetworks
PrescribedNetworks
Organizationalprocesses
Performance – Impact on peopleOutput
Tichy’s Technical Political Cultural (TPC) Framework (1983)
Tichy’s Technical Political Cultural (TPC) Framework (1983)
� Technical subsystem – available resources, production processes; rational, based on empiricismand scientific methods
� Political subsystem – dominant and powerful
� Technical subsystem – available resources, production processes; rational, based on empiricismand scientific methods
� Political subsystem – dominant and powerful� Political subsystem – dominant and powerfulorganizational groups
� Cultural subsystem – shared symbols, values etc. which form the organizational culture
� Political subsystem – dominant and powerfulorganizational groups
� Cultural subsystem – shared symbols, values etc. which form the organizational culture
Rope Metaphor:
3 subsystems(strands):
Technical
Political
Cultural
Tichy’s Technical Political Cultural (TPC) Framework (1983)
Tichy’s Technical Political Cultural (TPC) Framework (1983)
1. How well are the parts of the org. aligned with each other for solving the organization's technical problems?
2. How well are the parts of the org. aligned with each
1. How well are the parts of the org. aligned with each other for solving the organization's technical problems?
2. How well are the parts of the org. aligned with each
The TPC framework raises 4 questions which are vital to organizational diagnosis:
2. How well are the parts of the org. aligned with each other for solving the organization's political problems?
3. How well are the parts of the org. aligned with each other for solving the organization's cultural problems?
4. How well aligned are the 3 subsystems of the org., the technical, political and cultural?
2. How well are the parts of the org. aligned with each other for solving the organization's political problems?
3. How well are the parts of the org. aligned with each other for solving the organization's cultural problems?
4. How well aligned are the 3 subsystems of the org., the technical, political and cultural?
Tichy’s Technical Political Cultural (TPC)Framework (1983)
TPC Matrix
Tichy’s Technical Political Cultural (TPC)Framework (1983)
TPC Matrix
Mission/Strategy
Tasks Prescribednetworks
People Processes Emergentnetworks
Technical 0 1 0 1 2 1
Cor
e Sy
stem
s
Organizational Components amount of within-system
alignment
5
Political 1 2 0 2 2 2
Cultural 0 1 1 2 0 2
Cor
e Sy
stem
s
Score = 20Min.0
Max. 36
amount of required org. component change
0 – no change 1 – moderate change 2 – great deal of change
1 4 1 5 4 5
9
6
High-Performance Programming Nelson and Burns (1984)
High-Performance Programming Nelson and Burns (1984)
The High PerformingOrganization
Level 4
„Empowering“ leadership, focus on excellence
The Proactive Organization
Level 3
"Purposing" leadership, focus on the future, Level 3 focus on the future, purpose, planning anddevelopment startegies
The ResponsiveOrganization
Level 2
„Coaching“ leadership, someclarity of purpose and goals, capability to adapt to changing environment
The Reactive Organization
Level 1
„Enforcing“ leadership, pooroutcomes, often unclarity ofpurpose and goals
High-Performance Programming11 dimensions or variables
High-Performance Programming11 dimensions or variables
1. time frame
2. focus
3. planning
4. change mode
management
1. time frame
2. focus
3. planning
4. change mode
management
Likert-type scale
5 Strongly Agree
4 Agree5. management
6. structure
7. perspective
8. motivation
9. development
10. communication
11. leadership
5. management
6. structure
7. perspective
8. motivation
9. development
10. communication
11. leadership
4 Agree
3 Neither Agree Nor Disagree
2 Disagree
1 Strongly Disagree
Diagnosing Individual and Group BehaviourHarrison (1987)
Diagnosing Individual and Group BehaviourHarrison (1987)
Purpose, Processes, Structure,Technology, Behaviour, Culture
Group Composition, Group Behaviour,
Outputs
Group
ENVIRONMENTResources
Resources
Org. Level
Group Composition,Structure,
Technology
Group Behaviour,Processes,Culture
GroupPerformance
IndividualPerformance
QWL(quality of work life)
IndividualCharacteristics
Ind. Attitudes,Beliefs,
Motivation
Resources
Resources
Group
Level
Individual
Level
Main lines of influence Feedback loops
Diagnosing Individual and Group BehaviourHarrison (1987)
Diagnosing Individual and Group BehaviourHarrison (1987)
Key Factors Affecting Performance and QWL
Individual Level
Individual Characteristics Physical and mental state, social background and traits, training and education, individual needs
Individual Attitudes, Beliefs, Motivation Expectations, satisfaction with current procedures, trust, equity, experienced rewards
Group LevelGroup Level
Group Composition, Structure, Technology Social and occupational composition, structure (rules and work procedures, flexibility, clarity of task assignments, responsibilities), technology (impact of work procedures and physical arrangements)
Group Behaviour, Processes, Culture Relationships among group members (cohesion, feelings of attachment to group, similarity of views), processes (communication, cooperation and conflict, decision making, problem solving), supervisors' behaviour, culture
The Burke-Litwin Model (1992)The Burke-Litwin Model (1992)
External Environment
Leadership
ManagementPractices
Mission andStrategy Culture
SystemsStructure
F
E
E
D
B
F
E
E
D
Work GroupClimate
Motivation
Performance
Systems(policies & proced. )
Structure
Individual Needsand Values
Skills/JobMatch
B
A
C
K
D
B
A
C
K
Transformational Factorsin the B-L Model
Transformational Factorsin the B-L Model
ExternalEnvironment
LeadershipLeadership
Performance
Missionand Strategy
Culture
Transformational dynamics is associated more with
leadership, represent fundamental changes and is more
related to organizational culture.
Transactional Factorsin the B-L Model
Transactional Factorsin the B-L Model
ManagementPractices
Work Group
Systems(policies & procedures)
Structure
Work GroupClimate
Motivation
Performance
Individual Needsand Values
Skills/JobMatch
Transactional dynamics is associated more with management, represent everyday interactions and exchanges and is more related to organizational climate.
Empirical Studies Relatedto the B-L Model
Empirical Studies Relatedto the B-L Model
Variable Relationship Author(s)
ExternalEnvironment
=> Culture
=> Mission & Strategy
Gordon, 1985
Prescott, 1986
Leadership => Management Practices
=> Performance
Fleishman, 1953
Weiner & Mahoney, 1981 => Performance Weiner & Mahoney, 1981
Culture <==> System (policies)
=> Performance
Kerr & Slocum, 1987
Denison, 1990
Management Practices
=> Climate Schneider, 1980
Schneider & Bowen, 1985
Structure => Climate Schneider & Snyder, 1975
Joyce & Slocum, 1984
Systems => Individual Needs & Values
Jordan, 1986
Empirical Studies Relatedto the B-L Model
Empirical Studies Relatedto the B-L Model
Variable Relationship Author(s)
Climate => Motivation – Performance Rosenberg & Rosenstein, 1980
Skills/JobMatch
=> Motivation – Performance Hunter & Schmidt, 1982
Individual => Motivation – Performance Guzzo, Jette & Katzell, 1985Individual Needs & Values
=> Motivation – Performance Guzzo, Jette & Katzell, 1985
LiteraturaLiteratura
1. WEISBORD, M. R. Organizational Diagnosis. Perseus Books, 1978.
2. HOWARD, A. Diagnosis for Organizational Change: Methods and Models. The Guilford Press, 1991.
3. Organizational Diagnostic Models: A Review & Synthesis. Dostupný online na
1. WEISBORD, M. R. Organizational Diagnosis. Perseus Books, 1978.
2. HOWARD, A. Diagnosis for Organizational Change: Methods and Models. The Guilford Press, 1991.
3. Organizational Diagnostic Models: A Review & Synthesis. Dostupný online na Dostupný online na http://www.leadersphere.com/img/Orgmodels.pdfDostupný online na http://www.leadersphere.com/img/Orgmodels.pdf