Diagdl 20/9/01 BAR-ILAN UNIVERSITY DEPARTMENT OF SOCIOLOGY AND ANTHROPOLOGY ORGANIZATIONAL DIAGNOSIS. Course # 64-895 FALL 2001 Prof. Michael Harrison DETAILED SYLLABUS Course goals: 4. To familiarize participants with the role of diagnosis in organizational consultation and in particular with the approach of sharp-image diagnosis 2. To show how well-known organizational.frames, such as the open-systems and political frames can contribute to diagnosis 3. To introduce participants to appropriate methods for gathering, analyzing, and presenting diagnostic data. 4, To provide first-hand experience in conducting diagnostic studies. Preicorequisites: New Trends in the Sociology of Organizations (#64-835) Requirements: 1. Participation in class sessions -- attendance will be taken. 2. Preliminary interview. Due Nov. 20. Penalty for late submissions (see below) 3. Organizational diagnosis. Papers due 18/2/2002, Penalty for late submissions. PENALTY FOR LATE SUBMISSIONS: REDUCTION OF FIVE POINTS Prepare a written report describing your diagnosis of a unit, organization, or system of organizations. Note, it is best to conduct the diagnosis in an organization where you are not a member. If the diagnosis focuses on an organization of which you are a member, you must concentrate on a unit within the organization to which you do not belong and where you are not well-known, €.g., @ different branch or functional unit. The only exception to this rule will be self-diagnoses or diagnostic interventions, in which you facilitate collaboration among members of the organization who are willing and able to diagnose their own organization, Describe the following steps in the diagnosis:Diagol 21/9/01 1. Entry: Description of process of entering the organization and the development of the consulting relation. 2. Data gathering and focus on core problems or challenges, as suggested in presented problems, symptoms, conditions and in data gathering. Include information on methods and techniques used in data gathering 3. Analysis of nature of core problems and challenges and links to other organizational features. Describe relevant theoretical frames and models used in analysis. 4, Diagnostic model capturing the nature of critical problems and challenges. 5, Feedback, action recommendations {if any) and reactions of members of the organization 6. Discussion of what you learned from conducting the diagnosis and how you would proceed differently if you had @ second chance to do the study. Note: This last part is very important. Appendix 1: Data-gathering instruments that you used. Appendix 2: Any feedback documents given to members of the organization. Note an teamwork: Teams of two students may collaborate to conduct a complete diagnosis, provided that the scope of the project justifies collaboration and that each participant makes a major, distinctive contribution to all stages of the project. Students who want to work in teams must submit a written proposal for the project, specifying the tasks that each member is to complete. Teamwork projects must receive written approval. In an appendix to the final report, summarize the contribution of each participant. Length and appearance of papers: Papers should not exceed 20 typed pages, double spaced using a 12 point font. Foliow the instructions for references and bibjiography in the department's Instructions for Preparing, Submitting and Writing. Thesis Proposals and Theses, and the suggestions for writing style contained in Appendix G of that document. For additional guidance consult the American Psychological Association Publicatian Manual. 4" edition. Washington: American Psychological Association, 1994 Note: papers will not be returned, Keep a copy of the paper for your own reference, To receive a feedback sheet, enclose a self-addressed envelope along with the paper. Texts: 24314 [> M. Harrison and A. Shirom. 1999, Organizational Diagnosis and Assessment: HAR s@S aieifiaio sine ayrs yasis/s Diagol 21/9101 Bridging Theary and Practice Thousand Oaks, CA: Sage [listed below as Harrison and Shirom (1999)], M. Harrison, 1994. is. 7 Second Edition. Thousand Oaks, CA: Sage, 1994. [listed below as Harrison (1994)} WAR 6 Wed Zio TNE Class sessions: Note: Sessions containing case discussions or group exercises are marked with an asterisk (*). Cases marked with two asterisks ("*) are to be prepared in advance, Session #1 4, Course requirements 2. Logic. of diagnosis -- including model of Sharp-image diagnosis 3. Uses of diagnosis 4, Comparisons to academic research 5, Methods, models, processes. Reading: Harrison and Shirom (1999), Chapter One (entire). * Case: Star Company: Recruiting technical experts as managers For discussion > Symptoms and presented problems. > Gaps: Current situation versus desired situation > Explanation of current pattern -- developing a model > Paths to improvement > Interventions, change levers. Who intervenes and when? Session #2 . 1. Open system framework and diagnostic procedures 2. Effectiveness criteria Reading: Harrison and Shirom (1999),.Chapters Z and 3. Session #3 1. Interview techniques Reading: Harrison (1994).pp. 115-117,38, 137-441 2. Popular diagnostic modelsDiago 2/9/01 Reading: Harrison and Shirom (1999), Chapter 4, and pp. 166-173 from Ch. 6, (Action Model for Group-Task Performance. ) Session #4 Diagnosing politics Reading: Harrison and Shirom (1999), Chapter 5 Reading: Harrison (1994), p. 25 (Table 1.1), pp. 122-132 * Case for discussion: Upgrading the computer system in the public library Case instructions: You work in the human resources division of the city. The head of the library was referred to you when she discussed her concerns with the mayor that there might be difficulties in implementing the computerization plan. Your department head has agreed to free you for three days to help the head librarian assess the situation and decide how best to implement the computérization 1. Based on the information you have so far, make a preliminary assessment of the prospects for change, including a stakeholder analysis of all relevant actors (see Exhibit 5.1 in Harrison and Shirom (1999). Describe difficulties in implementation, ways to deal with them, likely effects of the program. 2. Design a study to provide useful data for the chief fibrarian on the need for computerization and its feasibility. 4, Create an interview guide for use in interviewing at least one person on the library staff, Session #5 . General Orientation interview due. Discussion of interviews Discussion of plans for diagnostic studies Session #6 Using multiple frames in diagnosis: suggestions for practice Reading: Harrison and Shiro (1989), Chapter 15 Session #7 ~ Exercise: Giving and receiving feedback.Diagot 20/9/01 Option A: Prepare a brief (oral) statement containing constructive feedback for the instructor or for one of the students in the course. Try to incorporate the features of feedback discussed on page 76 in Harrison (1994). If the feedback is aimed at a student, obtain that person's permission before presenting this feedback in front of the class. Option B: Prepare oral feedback for a client or other member of an organization you have examined as part of your diagnosis Session #8 41. Preparing a diagnostic report 2. Organization Design Reading: Harrison and Shirom (1999), Chapter 7 Session #9 Assessing Human Resource Management Reading: Harrison and Shirom (1999), 209-221; 231-234 Session #10 Managerial and Organizational Learning Reading: Harrison and Shirom (1999), pp. 374-383 Session #11 Organizational Culture and Diagnosis Reading: Harrison and Shirom (1999), Ch. 10