ORGANISATIONAL

DEVELOPMENT-DIAGNOSTIC
STRATEGIES, SIX BOX MODEL
-Made by
Ankita Sharma,
Kiran Yadav,
Manju Kajla,
Pallavi Bhargava,
Yasmin Bano
 ORGANISATIONAL DEVELOPMENT

• Organization Development (OD) is a

complex strategy intended to change the
beliefs, attitudes, values, culture and
structure of organizations so that they
can better adapt to new technologies,
markets, and challenges.
 ORGANISATIONAL DEVLEOPMENT PROCESS

• The organisational development process

consists of three steps:
1.Diagnosis
2.Intervention
3.Evaluation
• These steps resemble the planned change
process, since organizational development is
also a specialized type of change effort aimed
at improving organisational effectiveness.
1. Diagnosis:
This process involves assessing an
organization’s current level of functioning in
order to design appropriate change
interventions(strategies for change).
2. Intervention:
• This is the process of transformation or
bringing about the change by designing and
implementing appropriate change strategies
with the help of a change agent.
Contd..
• Interventions are planned actions and events
intended to help an organization improve its
performance and effectiveness.
3. Evaluation:
it involves monitoring of the organisational
development programs on a regular basis to
ensure that the desired results were obtained.
 ORGANISATION DIAGNOSIS

• Diagnosis can be correlated to medical model

whereby, the physician conducts tests on the
patients, collects vital information on the human
system, and then prescribes a course of treatment to
the patients.
• Diagnostic activities are designed to provide an
accurate account to things as they actually are. The
diagnosis identifies strength, opportunities and
problem areas of an organisation.
• Diagnostic process in an organization assists
in finding out the problems or needs and
confirms that a problem exists.
• A variety of data collection techniques and
procedures are used to solve the above.
These include survey, questionnaire,
interviews etc.
• The results of the data collection are fed
back to organizational members within the
organization in order to begin the process of
organizational change.
 SCOPE OF A DIAGNOSIS
• Organizational diagnosticians direct their attention to
those activities and processes within the system that
are considered to be vital to organizational life.
• The scope of a diagnosis may be:
 Narrow and symptomatic : It involves a very quick
scan of the organization, focusing on trouble spots .
 Broad and systematic: It examines the entire system,
rather than focusing on rapid diagnoses and “quick
fixes”. The use of organizational models, facilitates the
systematic diagnosis of organizations.
 ORGANIZATIONAL MODEL
• An organizational model is a representation of an
organization that helps us to understand more
clearly and quickly what we are observing in
organizations. The organizational models are
useful because:
1. Models help to enhance our understanding of
organizational behavior.
2. Models help to categorize data about an
organization.
3. Models help to interpret data about an
organization.
 Contd…

• OD tools focus on the people and the roles they

undertake . Henceforth, a successful OD project must
look not only at the people but at the systems and
culture within which they operate. This means
understanding the following:

• The mission/ goals of the organization

• The value of the organization
• The current management style
• Current and desired organizational culture
THE SIX BOX MODEL
 THE SIX-BOX MODEL
• Weisbord (1976) proposes six broad categories in
his model of organizational diagnosis which are:

• Purpose: Purpose of an organization is the

organization’s mission and goals.

• Structure: Weisbord refers to structure as the

way in which the organization is organized; this
may be by function – where specialists work
together – or by product, program, or project –
where multi-skilled teams work together.
• Relationship: The ways in which people and
units interact is termed relationships. It also
includes the way in which people interact with
technology in their work.

• Rewards: These are the rewards people

associate with their work.
• Leadership: The leadership box refers to
typical leadership tasks, including the balance
between the other boxes.
• Helping Mechanisms: The helping
mechanisms are the planning, controlling,
budgeting, and information systems that serve
to meet organizational goals.
• The external environment is also depicted in
Weisbord’s model, although it is not
represented as a “box”.
• Weisbord identifies as inputs the money, people, ideas, and
machinery which are used to fulfill the organization’s mission. The
outputs are products and services.
• Two premises which are not apparent in Weisbord’s model are
crucial to understanding the boxes in the model. The first premise
refers to formal versus informal systems.
Formal systems :Those policies and procedures the organization
claims to do.
Informal systems: Those behaviors which actually occur.
•The bigger the gap between the formal and informal systems
within the organization, the less effective the organization is.
•The second premise concerns the fit between the organization
and the environment, that is, the discrepancy between the existing
organization and the way the organization should function to meet
external demands. Weisbord defines external demands or
pressures as customers, government, and unions.
• Weisbord poses diagnostic questions for
each box of his model. For example, he
suggests that OD consultants determine
whether organizational members agree with
and support the organization’s mission and
goals within the purposes box.
• A sample of some of the questions he poses
are as follows:
• Purposes: Do organizational members agree with and support the
organization’s mission and goals?
• Structure: Is there a fit between the purpose and the internal
structure of the organization?
• Relationships: What type of relations exist between individuals,
between departments, and between individuals and the nature of
their jobs? Is their interdependence? What is the quality of
relations? What are the modes of conflict?
• Rewards: What does the organization formally reward, and for
what do organizational members feel they are rewarded and
punished? What does the organization need to do to fit with the
environment?
• Leadership: Do leaders define purposes? Do they embody
purposes in their programs? What is the style of leadership?
• Helpful Mechanisms: Do these mechanisms help or hinder the
accomplishment of organizational objectives?
• Weisbord’s model focuses on internal issues within
an organization primarily by posing “diagnostic
questions” which have to do with the fit between
“what is” and “what should be.”
• For each of these boxes, consultants are encouraged
to diagnose the following types of gaps:
• (a) gaps between what exists now and what ought
to be:
• (b) gaps between what is actually done and what
employees and managers say that they do: and
• (c) gaps among organizational units and layers –
including gaps within and between boxes”
• The model represents a particular way of
looking at organizational structure and
design.
• It gives attention to issues such as planning,
incentives and rewards, the role of support
functions such as personnel, internal
competitions among organizational units,
standards for remuneration, partnerships,
hierarchies and the delegation of authority,
organizational control, accountability and
performance assessment.
USE OF SIX BOX MODEL IN EDUCATIONAL
INSTITUTIONS
PURPOSE
quality,educati
on,research,exc
ellence,employ
ability

REWARDS RELATIONSHIPS
salary, staff,student,int
allowances, erdepartment,a
leave cademic
benefits,vacatio LEADERSHIP
n benefits
Participative

Structure
departments,
LEADERSHIP multi-skilled
participation teams & group
projects

HELPFUL
MECHANISM
procedures,poli
cy
meetings,comm
ittees ENVIRONMENT
THANK YOU