ORGANIZATIONAL DIAGNOSIS

Organizational Diagnosis is an effective way of looking at an organization to determine gaps between

current and desired performance and how it can achieve its goals.

Organizational diagnosis is a creative method for getting to know an organization at all levels- from
the surface levels to the deepest hidden parts that aren’t visible to the eye.

Different diagnostic models can be used in different situations depending on the wants, needs, and
goals of our clients

n either case, the diagnostic models provide a template or tool to break down the organization into
components to understand it more in depth as well as to better visualize how all of the parts work
together.

creating a clear picture of the organizational culture, and finally, understanding the organizational
outputs and performance indicators based on the rest of the organizational components

Typically, organizational diagnoses can be done when leadership has identified issues that they would
like to fix, or when things are going well within an organization but they want to continue to further
improve their performance. In either situation there exist two “major sets of problems that all groups,
no matter what their size, must deal with: (1) Survival, growth, and adaptation in their environment;
and (2) Internal integration that permits daily functioning and the ability to adapt and learn”

What is an organizational diagnosis?

An organizational diagnosis is a structured approach that evaluates an organization’s operation and

efficiency. The diagnosis can be limited to a team, a project or a company as a whole.

In all cases, the organizational diagnosis works the same way: we first perform an evaluation of the
organization using different methods (interviews, surveys, observations, etc.) and different sources of
information (employees, leaders, clients, suppliers) in order to paint the most specific picture
possible.

The next step is comparing the actual state of a situation with the desired results, and develop a
concrete action plan. The activities to be carried out are then prioritized and implemented.

What are the common elements that are evaluated in an organizational diagnosis?

Performing an organizational diagnosis allows managers and leaders to better understand the
operation, culture, strengths and weaknesses of their organization. Our diagnosis answers the
following questions and recommends concrete potential solutions that are adapted to the needs of
each of our customers.

 What are the problem areas?

 What are the recurring problems?

 What are the opportunities for improvement?

 Does the company have a vision and purpose that are clear, motivating and shared by all?

 Have the company leaders established and communicated a strategic plan?

 What behaviours does the company culture support? What are those that have been ignored
or forgotten?

 Do teams have clearly defined and communicated objectives?

 Are the roles, responsibilities and processes known and mastered?

 Does each employee understand what he/she is expected to do (and not do) to support the
company’s success? Does the company have objective measures to evaluate its performance and to
apply necessary adjustments in real time?

 Is the work environment open so as to faciliate the exchange of information, collaboration

and mutual support?

 Is the management style adapted to the reality and issues facing the company?

 How does the company support professional skill development and process improvement?
The major steps of a diagnostic cycle include

 Orientation
 Goal setting
 Data gathering
 Analysis/ Interpretation
 Feedback
 Action Planning
 Implementation
 Monitoring/ Measure
 Evaluation

MANAGING DIVERSITY

Diversity management is a process intended to create and maintain a

positive work environment where the similarities and differences of individuals
are valued, so that all can reach their potential and maximize their
contributions to anorganization's strategic goals and objectives.

5 Steps for Successfully Managing Diversity

By Chris Kilbourne Jul 14, 2010 Special Topics in Safety Management

Your workforce, your customers, and your markets are increasingly diverse. To promote
individual and organizational success, you must welcome diversity and manage it well.

These five steps will help you to manage diversity effectively.

Five Key Steps

1. Emphasize communication: Ensure that all employees understand your policies,

procedures, safety rules, and other important information. Work to overcome
language and cultural barriers. Have key materials, such as safety information,
 translated when possible. Use pictures and symbols on warning signs so that
everybody can understand.
2. View employees as individuals: Avoid both positive and negative stereotypes.
Don’t make assumptions about employees from different groups. Judge successes
and failures individually. Respond promptly and firmly when employees express
prejudices or stereotypes. Remind them of your policies that prohibit discrimination.
Encourage employees to view co-workers as individuals and judge them on their
work, not on personal factors.
3. Encourage employees to work in diverse groups: Assure that work teams
reflect the diversity of your workplace. Diverse work teams let employees get to
know and value one another as individuals. Diverse teams also expand the
experiences and views of all the workers on the team and help them recognize the
strength of their combined talents and perspectives.
4. Base decisions on objective criteria: Expect all employees of all backgrounds to
meet required standards and perform to the best of their ability. Don’t set different
criteria for different groups. Don’t make excuses or allow employees to make
excuses for shortcomings. Base all employment actions, including discipline, on
specific, performance-related criteria. Always focus on job-related issues, not
personal issues, when dealing with employees.
5. Be open-minded: Recognize, and encourage employees to recognize, that one’s
own experience, background, and culture are not the only ones with value to the
organization. Set an example of encouraging diversity by developing relationships
with colleagues whose backgrounds differ from yours. Look for ways to incorporate
diverse perspectives and talents into efforts to achieve organizational goals.