Diagnosis of OD Issues

Singh, Riann; Ramdeo, Shalini

doi:10.1007/978-3-030-39123-2_8

Cited by 3 publications

(9 citation statements)

References 2 publications

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“…Diagnosis Model, developed by Harold J. Leavitt in the 1960s, provides a comprehensive framework for assessing and understanding the various elements within an organisation and how they interact. This model encompasses four key components: structure, tasks, people, and technology (Leavitt, 1965;Singh et al, 2020). When applied to complex organisational cultural change, Leavitt's model offers insights into how cultural transformation affects these components and how changes in these components can impact culture (Singh et al, 2020).…”

Section: Leavitt's Organisational Diagnosis Model: a Framework For Cu...mentioning

confidence: 99%

“…This model encompasses four key components: structure, tasks, people, and technology (Leavitt, 1965;Singh et al, 2020). When applied to complex organisational cultural change, Leavitt's model offers insights into how cultural transformation affects these components and how changes in these components can impact culture (Singh et al, 2020).…”

Section: Leavitt's Organisational Diagnosis Model: a Framework For Cu...mentioning

confidence: 99%

“…One of the fundamental aspects of Leavitt's model is organisational structure. Organisational culture changes often require structural adjustments (Singh et al, 2020). In healthcare organisations responding to the challenges of COVID-19, structural changes may involve creating multidisciplinary teams, establishing new reporting relationships, or adopting matrix structures to enhance responsiveness.…”

Section: Structural Changes and Cultural Transformationmentioning

confidence: 99%

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Culture Change: The Nexus of Leadership, Organisational Development Models, and Coaching Cultures in Healthcare

Bianco-Mathis,

Norman Burrell

2023

BEL

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The COVID-19 pandemic has ushered in an era of unparalleled challenges for healthcare systems worldwide. As hospitals and healthcare organizations shoulder the immense responsibility of delivering critical care to patients, they have grappled with an array of dynamic and intricate cultural challenges that have emerged during the pandemic and continue to shape the healthcare landscape in the U.S. This paper embarks on a vital exploration into the multifaceted realm of organizational cultural change within the context of healthcare institutions. By delving into the intricacies of cultural transformation during and after the pandemic, this research inquiry, grounded in a comprehensive review of research theories and the latest literature, not only seeks to provide a deeper understanding of the evolving dynamics within healthcare organizations but also offers a novel perspective on the navigation of these complexities. The importance of this research lies in its ability to shed light on the profound shifts in workplace dynamics and priorities brought about by COVID-19, thereby contributing valuable insights that can guide healthcare leaders and practitioners in adapting to this new reality and fostering resilient healthcare systems for the future.

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Section: Leavitt's Organisational Diagnosis Model: a Framework For Cu...mentioning

confidence: 99%

Section: Leavitt's Organisational Diagnosis Model: a Framework For Cu...mentioning

confidence: 99%

Section: Structural Changes and Cultural Transformationmentioning

confidence: 99%

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Culture Change: The Nexus of Leadership, Organisational Development Models, and Coaching Cultures in Healthcare

Bianco-Mathis,

Norman Burrell

2023

BEL

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“…OD involves a study of the entire organization in terms of its objectives, resources, the allocation and utilization of these resources for the achievement of its objectives, as well as its dynamic interaction trends with the external environment [23]. In today's dynamic economic, social, and political landscape, organizations must adapt to change quickly and effectively.…”

Section: Introductionmentioning

confidence: 99%

“…Organizational diagnosis is a crucial step in identifying and addressing organizational problems, as well as selecting the most suitable interventions, whether the change is planned or emergent [26]. Without a rigorous diagnostic process, organizational leaders and consultants run the risk of addressing the wrong issues or selecting the wrong solutions [23], [25].…”

Section: Introductionmentioning

confidence: 99%

An Organizational Diagnosis for Change Readiness: A Case of the Department of Special Education Government of Punjab

Khan¹,

Hassan²,

Parveen³

et al. 2023

Preprint

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Organizational diagnosis (OD) is a comprehensive review of an organization's objectives, re-source allocation, and utilization to achieve those objectives. This study employed OD to en-hance the effectiveness of the Department of Special Education within the Government of Punjab. A questionnaire based on Weisbord's six-box organizational model called the Organ-izational Diagnostic Questionnaire (ODQ), was administered to N=1200 participants, consist-ing of heads of top, middle, and bottom tiers at district and tehsil levels of special education schools, centers, and the main office. Out of these, 506 participants voluntarily completed the ODQ survey. The study findings indicated that the employees of the department possess a good understanding of the organization's objectives. However, there is a lack of opportunities for employee participation in departmental discussions, centralized decision-making, irra-tional task distribution, and unsupportive allocation of human resources. Additionally, there is poor communication, unsatisfactory promotions, incentives, and a lack of knowledge shar-ing among employees, as well as poor inter-relationships, conflicts, and ineffective help-seeking mechanisms. The study also revealed low readiness for change in the organization. Respondents' opinions differed significantly based on their qualifications, job experience, years served, and gender. To improve the department's capacity to absorb change, the study recommends enhancing collaboration and inter-departmental communication, soliciting comprehensive input from all tiers, and promoting employee participation, supportive supervision, and communication. The study contributes to the body of knowledge on OD and highlights the need for improved communication, collaboration, and employee participation, as well as a supportive and supervisory support system to enhance the effectiveness of organizations.

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Bureaucratic and Cultural Barriers That Impede Optimal Management in Administrative Processes in Public Universities in Peru

Coral

Bernuy

2022

International Journal of Adult Education and Technology

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The administrative processes are defined by the single text of administrative procedures (TUPA), which guarantee the delivery of services to users. Unfortunately, in the public university there are barriers that affect their execution generating considerable delays. The success in the issuance of services is measured by the level of service and proactive management towards the user. However, the interested party is neglected privileging the personal interest in internal management instead of public service. A diagnosis based on data analysis is carried out to determine the factors related to cultural barriers and bureaucratic barriers, based on the behavior of the processes of degrees and titles at the Universidad Nacional Mayor de San Marcos with linear regression and text mining techniques. Problems of administrative and technological management and negative impact on the execution of processes are shown. It is justified to continue the research with a proposed solution in the framework of digital transformation, where the user is the center of the process.

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Diagnosis of OD Issues

Cited by 3 publications

References 2 publications

Culture Change: The Nexus of Leadership, Organisational Development Models, and Coaching Cultures in Healthcare

Culture Change: The Nexus of Leadership, Organisational Development Models, and Coaching Cultures in Healthcare

An Organizational Diagnosis for Change Readiness: A Case of the Department of Special Education Government of Punjab

Bureaucratic and Cultural Barriers That Impede Optimal Management in Administrative Processes in Public Universities in Peru

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