The Structure of the Org Analysis is outlined above, but should be nested w/in the form of a Term Paper, including those sections as indicated on your main syllabus.  That is the Org Analysis should include a Title Page, Table of Contents & other sections as indicated on the main syllabus.

On this Webpage on Org Analysis there is a rough outline on how to carry out an org analysis which you are to supplement from info you gather from the text, notes, lecture, other sources, etc.  That is, you are not limited to the questions, points of view, areas of interest, etc. presented here.  You may need to / want to cover other organizational characteristics that are not mentioned here. 

Org analysis is a process through which planned & systematic attention is given to developing greater organizational competence, improving organizational effectiveness, & enhancing organizational functioning in general.

1.  Focus on processes
2.  Focus on work related teams as key units for understanding the org & as leverage points for change
3.  Focus on collaborative mgt of the org culture
4.  Realization that any change may impact the entire system
5.  Use of mutually interactive consulting/discussion among researcher & all org members
6.  Use of a change agent
7.  Viewing change as a continual process where org analysis results in some intentional change & possibly some unintentional change
8.  Focus on human & social relationships as targets of interventions

1.  Scouting is the process of defining the problem by both the org analysts & org members
2.  Entry:  agreeing of the level of access & cooperation the analyst has in the org
3.  Diagnosis:  finalizing the identification of the problem & solutions
4.  Planning:  refining the solutions by both the org analysts & org members
5.  Action:  Implementing the Plan
6.  Evaluation:  Assessing the implementation:  were the change goals achieved?
7.  Termination:  Leaving the org w/ a sense that it can continue change as needed

Publicness vs. privateness
Sole Proprietorship
Partnership
Corporation
Cooperative
Type of Human Formation
Sector in the Economy
Marxist organization
Weber's bureaucracy, traditional org, charismatic org
Etzioni's types
Mintzburg's style
Scott
Parsons, etc.

Mintzberg developed a model w/ FIVE Components in the Org Structure
Hall developed a model w/ FOUR Qualities of the Org Structure

Impact of the society wide or national culture
Impact of the culture of the org:  attitudes, values, etc.
Impact of clashing or harmonizing cultures w/in the org

Does the strategy of the org match the org structure?
Does the strategy of the org match the environment?
Do strategy, goals, & tactics work together well via the upper, middle & lower levels of the org?
Is everyone in the org & the org network satisficed w/ the strategy, goals, & tactics?

Policies & procedures are the formal / visible part of strategy & structure, thus the same questions may be asked as in these sections, but the analyst should focus more on the formal policies & procedures as distinguished from the informal policies & procedures, i.e. "what is really going on."

Policies & procedures may also be outside of the major focus of the org & relate to personnel issues: hiring, evaluation, etc.

Are Selznick's Functions of Leadership appropriate for this org?
If so, are Selznick's Functions of Leadership effectively utilized in this org?
Are the Components of Leadership needed, & if so, are they in place?
Which of the FOUR Styles of Leadership / Decision Making operates in the org?
Is it appropriate?
Is succession an issue?
If so, is it being dealt w/ appropriately?
Given the class system, is the mgt motivated or over motivated?
If your org is non private, voluntary, govtl, etc., are there unique leadership issues?

Thompson indicates that  Cause / Effect Relationships & Preferences in Decision Making dictates in FOUR types of Decisions
Are these useful in analyzing the present org?
Miles, Snow, & Pfeffer, 1974, demonstrate that decision makers take FOUR stances in their perceptions. 
Are these useful in analyzing the present org?
To what extent does bounded rationality exist in the org?  Is it appropriate or inappropriate?
Are non decisions being made?   Is this appropriate or inappropriate?

Katz & Kahn, 1978, noted that there are FOUR Types of Orgl Messages.  What types are being used in the org?  What types are appropriate for the org?
There are TWO Channels of Org Communications, formal & informal.  Which is most widely used?  Is this effective or ineffective?
Are there inter-personal or group communications problems?
Is Euro-Centrism a problem?
Are vertical ( up & down ) & horizontal communications functioning appropriately?
Are communication networks functioning?
Is the org communicating appropriately w/ entities in the env?

What is the nature of the environment?  Stable, dynamic, growing, declining, etc.
What is the place of the org in the env?  Dominant?  Oligarchic?  Big 10?  Middle, Small, Very Small, etc.
Is the org scanning the env?
Is the org reacting to the env?
Is the env controlling the org?
Who are the significant actors in the env? 
How are they / might they impact the org?

Is the org effective in carrying out is mission, strategy, etc.?
Is the mission effective?
Is the org socially responsible?
Is the org a good corp citizen to its stakeholders
Is the org profitable?
Is the org satisficed w/ its effectiveness?
What are the opportunities & threats to its effectiveness?

Org Analysts may run across situations where other types of analysis may be called for such as technological (info systems, financial systems, marketing, etc.).  The Org Analysts should ensure themselves & the org members that such a specific type of analysis is needed & that the problem/solution does not lie in social org development

There are TWELVE Informal Org Aspects 
     which are often the only visible guide to 
     determining the Formal Org Aspects of Org Analysis
 

1.  Beliefs	2.  Assumptions	3.  Perceptions
4.  Attitudes	5.  Feelings (anger, fear, etc.)	6.  Values
7.  Informal Interactions	8.  Group Norms	9.  Who knows what
10.  Books, newspapers, etc.	11.  Loyalty	12.  Commitment