ORGANIZATIONAL DIAGNOSTIC To measure performance, you need to evaluate it through Cultural estimation includes not only the culture

Cultural estimation includes not only the culture of the

MODELS AND INDICATORS
Presented by:
Angie Eliana Gil Perilla ID. 297632
Leidy Viviana Godoy Prada ID. 121480
Paula Andrea Hernández Pérez ID. 713798
performance indicators. These indicators should help the
management to determine how effective and efficient the
achievement of the objectives has been, and therefore, the
fulfillment of the goals.
organization as a whole but also any department or subunit of the
organization.
With the construction of an O.D model, the members of an
organization can have a more effective image of it; For example,
an organization could be seen as one that consists of a personal,
cultural and technological system and each of these in turn,
follows the work process of the organization. In addition, the
construction of a model facilitates the identification of the
interdependence of the system.

CHARACTERISTICS OF AN INDICATOR
The result: It can be a fixed point or a zone It can be stable or
Management indicators are measures used to determine the variable.
success of a project or an organization. Management indicators
are usually established by project or organization leaders, and are INDICATORS ARE A MEANS AND NOT AN END.
subsequently used continuously throughout the life cycle to The construction of an Organizational Development Model
evaluate performance and results. means helping the individuals of the organization to act under
the forces that they themselves generate, instead of inducing or
constructing them. This implies that the organization invites all
INFORMATION ATTRIBUTES FOR INDICATORS: its members to participate.
Accuracy
Shape
Frequency There are three diagnostic models: as an activity cycle, as a
Extension balance of systems, and by differentiation and integration. Each
Source one will be briefly reviewed below, showing an example.
SYSTEMS BALANCE
Temporality Activity Cycle
Relevance In this model, technology, structure and culture are mutually
Integrity When the O.D. is directed to the formal and informal systems, related. As technology moves from repetitive processes to
Chance they tend to focus on the informal system that comprises the projects in a single time, the optimal structure will tend to move
The management indicators are intended to guide and control the culture of the organization. Therefore, culture is defined as the from a centralized to a decentralized way.
objective and behavioral performance required to achieve pattern of human activities or behavior and the norms, feelings,
beliefs, attitudes and values accepted and advocated by the To understand this model, several propositions are given below:
organizational strategies.
members of the organization that determine such behavior. a) All three systems are affected by a change in the
organization's mission.
b) As individuals experience themselves, each other and the
organization, the personnel system affects and is affected by all
three systems.
c) The system can operate as an independent variable.
d) Some form of balance is quickly achieved between the
systems of most organizations.
general rules for planning work and structuring authority may be
inappropriate in a given organization.
As can be seen, the need for planned social change is real, which
will have to occur with a different dimension depending on the
needs of each organization. For example:
-In the Structure (administrative organization)
-In Technology (task and technology)
-In the Psychosocial (group processes of the organization)
Consequently, it is required first of all to detect those needs for
each specific company. Establishing change needs is called self-
diagnosis, and it is the first phase of any planned change model.
The next phase corresponds to effecting the change in the
structure, in the task or in the social processes.

These three organizational systems are interdependent and tend

towards a state of equilibrium with each other. When the
organization tends to survive and grow, the D.O. is efficiently
striking that balance.
Differentiation and Integration.
As organizations grow they become more complex, they need
increasing technical specialization and more sophisticated
control systems. Certain organizations may require a certain
amount of each of them to be effective. How much of each of
them and how the specialization is centralized, in fact, constitute
a main problem of diagnosis, both for the management and for
the consultant of D.O.
Different types of organization tend to work best with mixed
kinds of specialization and centralization. This is the reason why
APPLICATION OF THE ORGANIZATIONAL
DEVELOPMENT PROCESS
All company researchers agree that it is necessary to change the
structures of the current work organizations in our country; For
this, they propose different solutions. For example, new
management models or different approaches to psychological
problems in the company. However, everyone agrees that it is
necessary for them to exist:
More dynamic structures
More participatory managers
Better communication of problems and decisions where workers
can participate