Organizational diagnosis
An organizational diagnosis is a diagnosis of the current state of an organization for the purpose of organizational development .
On the one hand, this can be carried out with economic key figure procedures (e.g. balanced scorecard or ECA LAB). Shown are u. a. Investment and controlling indicators , process-related data as well as the existing competence of the organization. The individual departments, teams and employees are recorded. The business indicators and results determined are then used for diagnosis. All further steps for organizational development can be derived from this, planned and efficiently implemented. The organizational diagnosis is thus the basis or "preliminary stage" for organizational development.
On the other hand, this can be done with social science procedures that use quantitative and qualitative methods to determine which communication, interpretation, action and decision-making patterns are characteristic of the respective organization and its units. (e.g. qualitative organizational diagnosis according to Froschauer / Lueger) The knowledge distributed in the organization is recorded, bundled and reflected back. The criteria of description are not predefined externally, but rather formed by the participants through the description of their organizational experience.
Each diagnosis describes an attempt to make a theory-based overall assessment of a problematic actual situation, which is explained by internal and external causes as well as the defensive and adaptive efforts of the organization so far. Diagnosis presupposes theory, which regulates and determines what is considered a symptom, cause or connection. The theory constitutes the object and regulates the process of change that is applied to it.
Organizational diagnosis goals
The aim of the organizational diagnosis is to uncover existing problems. Furthermore, problems that arise in the event of changes can be reduced or eliminated. According to Schuler, she diagnoses psychological aspects of the experience and behavior of members in organizations in order to describe, explain and predict regularity in experience, behavior and interaction.
literature
- Cameron, Quinn: Diagnosing and Changing Organizational Culture. 1999.
- Elbe, Martin: Organizational Diagnosis: Methods · Case Studies · Reflections. 2015.
- Felfe, Jörg and Liepmann, Detlev: Organizational diagnostics. 2008.
- Werner, Christian and Elbe, Martin: Handbook Organizational Diagnosis . 2013.
swell
- ^ Manfred Bornewasser : Organizational diagnostics and organizational development. Stuttgart 2009, ISBN 978-3-17-020077-7 , pp. 70-71.
- ↑ Heinz Schuler : textbook organizational psychology. 3. Edition. Bern 2004, ISBN 3-456-84019-5 , p. 563.