Organizational diagnosis is an exercise attempted to make an analysis of organization.

And analysis of its structure, sub systems and processes in order to identify the strengths and weaknesses of its structural components and processes and use it as a basic for developing plans to improve and /or maximize the dynamism and effectiveness of the organization. Organizational Analysis: Analyzing the organization in terms of its components and their functioning is the first step in a comprehensive diagnosis. In addition the various processes that contributes to the effective functioning of the organization as a whole need to be examined. The development of a strategy for systematic improvement of an organization demands an examination of present state of things. Such an analysis usually looks at two broad areas. One is diagnosis of various subsystems. second area is the organizational processes that are occurring. focus Thus organizational analysis may either focus on the Structural aspects (sub systems, various components etc.) or Processes. List of Organizational Subsystems: Various levels in organization Geographic units Functional Background based subsystem. Experience and education based subsystems Division based subsystems Personnel and HRD policies Research and development Stake holders and their contribution Financial Management Marketing Management Organizational Analysis perspective Organizations can be analyzed with different perspectives in the mind. The perspectives depend on The purpose for which the analysis is being done. And the profession background of the people doing organizational analysis. Perspectives could used for analyzing organizations: Economics Perspective Political Science Perspective Sociology and social Psychology Perspective Applied behavioral Science or OD perspective.

Economic Analysis of Organizations: This primarily focuses on the use of money, allocation of resources, distribution and consumption patterns, pricing decisions etc. Sample questions asked for Economic analysis of an Organization: How are the resources allocated? What is the market structure? What is the organizations market and its characteristics? Are the products and services in the industry homogeneous or differentiated? What is the nature of demand for organizations services? What is the cost of making the product or services? Advantage: Economic analysis of organizations is also helpful in streamlining the organizational efficiency, eliminating wastes and gives insight while planning for growth, diversification etc. Political analysis Political analysis deals with the tactics and strategies employed by the individuals and groups in the organization as well as organization itself in the quest of power. Political analysis is useful for understanding the organizations, many softer and strategic dimensions of an organization. However it has limitations in providing guidelines for the planning of growth and diversification of an organization. Sociological and social Psychology based analysis: Sociological and social Psychological perspective focuses on the social behavior of individuals and groups in the organization. The formation of groups, habits, norms and values of organization, the process of socialization, conflicts, strikes, protest behavior etc. these issues are studied. The influence of the society on the organization is also focused. Advantage: Sociological and social Psychology based analysis helps in understanding organizations for research and study purposes for planning growth and expansion and for organizational problem solving. Professional Management perspective in Organizational analysis: This perspective focuses on various management dimensions of organizational life. Each branch of management can analyze a significant part of organizations functioning. The branches normally include Business Policy and strategy management, production and operations management, personnel management, marketing, finance and accounting, organizations structures and dynamics and managerial economics. Advantages: It helps in thorough analysis of organization, useful for overall improvements in organization and for demonstrable results in terms of output, cost reduction, profits and

the likes. It helps besides for problem solving in designing organizations for future growth and diversification. OD or Applied behavioral Science Approach: The OD perspective focuses on the human process dimensions of organizations functioning. These human process dimensions deal with the individual per se, the individual in relation to the role he is expected to perform, the team work, inter team collaboration, organizational culture and health. The OD perspective primarily focuses on examining the attitudes, norms, values, systems, processes etc. that exists in the organization. Advantage: The OD perspective is essentially useful for organizational problem solving and organizational renewal. It is useful to every organization to undertake periodic renewal exercises so that they can examine various organizational processes and strengthen the functioning of an organization. Diagnostic methods Quantitative and Qualitative methods of organizational analysis. There are many ways of analyzing and diagnosing organizations and their phenomena. The frequently used methods are: Questionnaires Interviews Observation Analysis of records, circulars, appraisal reports and other organizational literature Analysis of hard data of organizations and various units task forces and task groups problem identification/problem solving work shops Seminars, symposia and training program recording and examining critical incidents, events. The purpose of analysis is Organizational diagnosis. Diagnosis gives the state of the organization or one or more of its sub systems and points out the scope for improvements that could be made for achieving organizational effectiveness. Intervention in Organizational change: Six tactics suggested in dealing with resistance to change: Education and communication resistance can be reduced through communicating with employees to help them. Communication can be achieved through one to one discussions, memos, group presentations or reports. Participation: It is difficult for individual to resist a change decision in which they participated. Prior making a change those opposed can be brought into the decision process. Assuming they will contribute and get involved, which can reduce resistance. Facilitation and support:

Change agent can offer a range of supportive efforts to reduce resistance. When employee fear and anxiety are high, employee counseling and therapy, new skills training or short period leave of absence may facilitate adjustment. Manipulation : refers to convert influence attempts. Twisting and distorting facts to make them appear more attractive, withholding undesirable information, and creating false rumors to get employees to accept a change are all examples of manipulation. Co potation: on the other hand is a form of both manipulation and participation. It seeks buy off the leaders of a resistance group by giving them key role in the change decision. The leaders advice is sought not to seek a better decision but to get their endorsement. Coercion: Is the application of the direct threat or force upon the resisters. Measurement and Evaluation The action research emphasis and technology related to evaluation and renewal are particularly important in the area of diversity. Organizations frequently find diversity difficult to measure for two reasons. First, diversity changes generally do not occur quickly, and consequently sponsors must be patient because success can only be measured over time. Second, many diversity outcomes (except numeric outcomes such as hiring or retention statistics) are more qualitative than quantitative. The variety of evaluation tools supplied by the behavioral sciences can be extremely useful here. In the area of renewal (continuously reassessing the change effort), successful diversity initiatives require that the organization constantly take stock of how it is doing and be flexible enough to shift paradigms and change direction as needed. There are some "best practices" when it comes to diversity (Morrison, 1992), but there is no clear template that any organization can follow in every situation. No organization is like any other organization Successful organisational change achieves three important outcomes: 1. A positive contribution to the effectiveness of workers, teams and the wider organisation 2. Desired work practice change that is achieved and sustained over time 3. No undue distress experienced by workers (and ideally a positive impact on their knowledge, skills, abilities and wellbeing). It is worthwhile investing time and effort in managing the process of organisational change. Poorly managed organisational change may result in a range of negative outcomes including: Increased stress and cynicism4-6 Reduced job satisfaction6 Reduced organisational commitment6 Damaged organisational reputation Loss or reduction of funding Staff turnover .