The diagnosis of present and potential problems involves the collection of information reflects the level of organizational effectiveness. Data that measure the current state of production, efficiency, satisfaction, addictiveness, and development must gather and analyzed. The purpose of diagnosis is to trace the cause of the problem. And also establish the basis for subsequent evaluation of the organizational development effort.
The Organizational development arises from changes in the extra organizational environment. Changes in the input, output, and technological and scientific sub environments may indicate the need to consider the feasibility of a long-term, systematically managed program for changing the structure, process, and behavior of the organization. The absence of environmental changes, organizational processes and behavior may become dysfunctional for achieving organizational effectiveness.
The managerial should be stated in terms of criteria that reflect organizational effectiveness. Measurable outcomes such as production, efficiency, satisfaction, addictiveness, and development must be linked to skill, attitudinal, behavioral, and structural changes necessitated by problem identification.
An evaluation not only enables management to account for its use of resources but also provides feedback; corrections can be taken in the implementation phase.
If employee participation is inappropriate because the necessary preconditions don’t exist, management must unilaterally define the problem and select the appropriate method. Whether the problem is related to skill or attitudinal, behavior, or structural causes, the strategy must include provision of learning principles.
The situation would be to structure the procedure in the manner of an experimental design. That is the end result should be operationally defined, and measurements should be taken, before and after, both organization and undergoing development.
The step of the changes process is the evaluation procedure. If the scope of the program is limited to a subunit, a second subunit could serve as a control group the organization undergoing development and in a second organization.
The problem with skill, attitudinal, behavioral, or structural causes and selects the appropriate intervention. The necessary preconditions don’t exist; management must unilaterally define the problem and select the appropriate method.
The purpose of diagnosis is to trace the cause of the problem. And the characteristics of an organization or situation when the time you face the problem in your organization if how will you do and if how are you going during that time. Like I encountered the organization did not organize that’s why the member they don’t know what will be do.
To make organization it’s not an easy to do that, because it’s very hard you need to prepare so much time for the good presentation to other. But definitely they did not appreciate, that’s why sometimes you feel failure, but in other hand you may success and you have a good organization.
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