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to meet Expectations |
Fully Meet Expectations |
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Beyond |
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Structure of the Org Analysis |
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Details of the Org Analysis |
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For Length & membership of the Org Analysis,
see the main syllabus |
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Org Analysis defined |
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There are TEN Characteristics of Org Analysis |
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There are SEVEN Steps of Org Planned Change |
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There are ELEVEN Formal Org Aspects
which are often the focus of Org Analysis |
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1. Nature & Type of the Organization |
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2. Structure |
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3. Org Culture |
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4. Strategy, Goals, & Tactics |
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5. Policies & Procedures |
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6. Leadership |
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7. Decision Making |
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8. Communications |
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9. Organizational Environment |
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10. Effectiveness |
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11. Technology, Finance, Marketing, etc. |
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In examining the ELEVEN Formal Org Aspects,
the researcher may use any or all to the NINE of the Types of Analysis |
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There are TWELVE Informal Org Aspects
which are often the only visible guide to determining the Formal Org Aspects of Org Analysis |
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| blank | Mechanics, Organization, & Content Evaluation |
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| blank | Mechanics: |
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Organization: |
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Use smooth Transitions |
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| blank | Content: |
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| blank | Team performance form ( applies only to team assignments ) |
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Go to UVW's Webpage |
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Go to Dr. W's Webpage |
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Go to the Course Information Webpage |
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Go to Course Resources |
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Go to Course Supplements |
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Go to In-Class Projects |
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modified from Bowditch & Buono, Org
Behavior, 1985, p. 176
Organizational analysis is a top-management support, long-range effort
to improve an organization's problem-solving & renewal processes, particularly
through a more effective & collaborative diagnosis & management
or organization culture--with special emphasis on formal work team, temporary
team & intergroup culture--w/ the assistance of a consultant-facilitator
& the use of theory & technology of applied behavioral science,
including action research.
modified from French & Bell, Org
Development, 1984, p. 17
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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 modified from Bowditch & Buono, Org
Behavior, 1985, p. 178
9. Recognition that org democracy increases org efficiency
10. Recognition that org social responsibility is a new societal norm |
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 modified from Bowditch & Buono, Org
Behavior, 1985, p. 180
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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. |
Hall developed a model w/ FOUR Qualities of the Org Structure |
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 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 may also be outside of the major focus of
the org & relate to personnel issues: hiring, evaluation, etc.
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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, govt'l, etc., are there unique leadership issues? |
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? |
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 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 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? |
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which are often the only visible guide to determining the Formal Org Aspects of Org Analysis
Modified: French & Bell, Org
Development, 1984, p. 19
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Nomothetic approach: testing hypotheses w/ the scientific method & use of systematic research methods In both, one attains data from key informants & from the gen members of the org & outsiders in it's immediate org env |
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