Organizational Diagnostic Models
Ing. Josef Kašík, Ph.D.
Department of Business Administration
Faculty of Economics
VŠB – Technical University of Ostrava
josef.kasik@vsb.cz
2011
Importance of Organizational
Models
often identify vital organizational variables
and depict the nature of the relationships
between these key variables
help us to understand more clearly and
quickly what happens in organizations and
thus aids the diagnostic process
help us to interpret data about an
organization
Selected diagnostic models
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Force Field Analysis (1951)
Leavitt’s Model (1965)
Likert System Analysis (1967)
Open Systems Theory (1966)
Weisbord’s Six-Box Model (1976)
Congruence Model (1977)
McKinsey 7S Framework (1981-82)
Tichy’s TPC Framework (1983)
High-Performance Programming (1984)
Diagnosing Individual and Group Behavior (1987)
The Burke-Litwin Model (1992)
Force Field Analysis (FFA, 1951)
Author: Kurt Lewin
Driving
Forces
Current State
of Affairs
(Problem)
Equilibrium
Interrupted
Restraining
Forces
Disequilibrium
During Change
Desired State
of Affairs
(Goal)
Equilibrium
Reestablished
Force Field Analysis
- Example
Restraining Forces
Desired State:
24 hour service
Driving Forces:
trade unions
shop floor
supervisors
rank & file
employees
Change Process
middle
management
Current State:
16 hour service
top management
customers
consultants
airlines
Leavitt’s Model (1965)
Structure
Technology
Tasks
People
Likert System Analysis (1967)
is focused on 7 organizational dimensions:
1) motivation
2) communication
3) interaction
4) decision making
5) goal setting
6) control
7) performance
Likert System Analysis (1967)
Likert developed a 43-item questionnaire related to
the seven organizational dimensions
example – extent to which supervisors willingly share
information with subordinates
Provides
minimum
information
Gives
subordinates
only
information
superior feels
they need
Gives
information
needed and
answers most
questions
Seeks to give all
relevant
information and
all information
they want
Likert System Analysis (1967)
„System 4“ – four different types of management
systems:
1)
2)
3)
4)
Exploitative-Authoritative (autocratic manager,
communication based on one-way orders, discipline),
Benevolent-Authoritative (authoritative style prevails,
selective communication with subordinates, partially
tolerates their views and opinion),
Consultative (cooperation between supervisors and
subordinates, trust with limits created by supervisors,
important decisions are made by supervisors),
Participative(great extent of faith and autonomy of
subordinates for their decision-making, informal mutual
communication).
Likert System Analysis (1967)
System 1
Motivation
X
X
Decision-making
X
Setting goals
Control
Performance
System 3
X
Communication
Interaction
System 2
X
X
X
System 4
Open Systems Theory (1966)
Environment
Inputs
Transformation
Outputs
Weisbord’s Six-Box Model (1976)
Purposes
Relationships
Leadership
Helpful
Mechanisms
Input
Structure
Rewards
External Environment
Output
The Nadler-Tushman
Congruence Model (1977)
Assumptions of the model:
1. Organizations are open social systems within
a larger environment.
2. Organizations are dynamic entities.
3. Organizational behaviour occurs at the
individual, the group and the system level.
4. Interactions occur between the individual,
group and system level of organizational
behaviour.
The Nadler-Tushman
Congruence Model (1977)
Transformation Process
Inputs
Informal
Organization
Environment
Resources
History
Formal
Organization
Task
strategy
Individual
feedback
Outputs
Organization
Group
Individual
The Nadler-Tushman Congruence Model
Inputs
Environment – all factors, incl. institutions, groups, individuals,
events etc., that are outside the organization, but that have a
potential impact on that organization
Resources – assets to which the organization has access incl.
human resources, capital, information etc., as well as less tangible
resources (recognition in the market etc.)
History – patterns of past behaviour, activity and effectiveness
that may affect current organizational functioning
Strategy – stream of decisions about how organizational resources
will be configured to meet demands, constraints and opportunities
Definitions of Congruence
in the Congruence Model
Pair
Issues
Individual-Formal
Organization
How are individual needs met by the organizational
arrangements? Do individuals have clear perception of
organizational structure? Is there a convergence of individual
and organizational goals?
Individual-Task
Do individuals have skills and abilities to meet task demands?
How are individual needs met by the tasks?
Individual-Informal
Organization
How are individual needs met by the informal organization? How
does the informal organization make use of individual resources?
Task-Formal
Organization
Are organizational arrangements adequate to meet the demands
of the task? Do organizational arrangements motivate behaviour
that is consistent with demands?
Task-Informal
Organization
Does the informal organization structure facilitate task
performance or not? Does it hinder or help meet the demands of
the task?
Formal Organization- Are the goals, rewards and structures of the informal
Informal Organization organization consistent with those of the formal organization?
McKinsey 7S Framework (1981-82)
"Managerial Molecule"
„Soft Ss“
Style
(styl vedení)
Skills
Staff
(dovednosti)
(zaměstnanci)
Shared
Values
(sdílené
hodnoty)
Structure
Systems
(struktura)
(systém řízení)
Strategy
(strategie)
„Hard Ss“
Tichy’s Technical Political Cultural
(TPC) Framework (1983)
Input
Environment – history
Resources
Legend:
Strong Impact
Mission
strategy
Weak Impact
Tasks
Prescribed
Networks
People
Emergent
Networks
Performance – Impact on people
Output
Organizational
processes
Tichy’s Technical Political Cultural
(TPC) Framework (1983)
Technical subsystem – available resources,
production processes; rational, based on empiricism
and scientific methods
Political subsystem – dominant and powerful
organizational groups
Cultural subsystem – shared symbols, values etc.
which form the organizational culture
Rope Metaphor:
3 subsystems
(strands):
Technical
Political
Cultural
Tichy’s Technical Political Cultural
(TPC) Framework (1983)
The TPC framework raises 4 questions which are vital to
organizational diagnosis:
1.
2.
3.
4.
How well are the parts of the org. aligned with each
other for solving the organization's technical problems?
How well are the parts of the org. aligned with each
other for solving the organization's political problems?
How well are the parts of the org. aligned with each
other for solving the organization's cultural problems?
How well aligned are the 3 subsystems of the org., the
technical, political and cultural?
Tichy’s Technical Political Cultural (TPC)
Framework (1983)
TPC Matrix
Organizational Components
Core Systems
Mission/
Strategy
Tasks
Prescribed
networks
People
Processes
Emergent
networks
amount of
withinsystem
alignment
Technical
0
1
0
1
2
1
5
Political
1
2
0
2
2
2
9
Cultural
0
1
1
2
0
2
6
amount of required org.
component change
0 – no change
1
4
1
5
4
5
Score = 20
Min.0
Max. 36
1 – moderate change
2 – great deal of change
High-Performance Programming
Nelson and Burns (1984)
The High Performing
Organization
Level 4
„Empowering“ leadership,
focus on excellence
The Proactive Organization
Level 3
"Purposing" leadership,
focus on the future,
purpose, planning and
development startegies
The Responsive
Organization
Level 2
„Coaching“ leadership, some
clarity of purpose and goals,
capability to adapt to
changing environment
The Reactive Organization
Level 1
„Enforcing“ leadership, poor
outcomes, often unclarity of
purpose and goals
High-Performance Programming
11 dimensions or variables
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
time frame
focus
planning
change mode
management
structure
perspective
motivation
development
communication
leadership
Likert-type scale
5 Strongly Agree
4 Agree
3 Neither Agree Nor Disagree
2 Disagree
1 Strongly Disagree
Diagnosing Individual and Group Behaviour
Harrison (1987)
ENVIRONMENT
Org. Level
Resources
Resources
Group
Level
Purpose, Processes, Structure,
Technology, Behaviour, Culture
Group Composition,
Structure,
Technology
Group Behaviour,
Processes,
Culture
Resources
Individual
Level
Individual
Characteristics
Ind. Attitudes,
Beliefs,
Motivation
Outputs
Group
Performance
Individual
Performance
QWL
(quality of work life)
Main lines of influence
Feedback loops
Diagnosing Individual and Group Behaviour
Harrison (1987)
Key Factors Affecting Performance and QWL
Individual Level
Individual Characteristics
Physical and mental state, social
background and traits, training and
education, individual needs
Individual Attitudes, Beliefs, Motivation
Expectations, satisfaction with current
procedures, trust, equity, experienced
rewards
Group Level
Group Composition, Structure, Technology
Social and occupational composition,
structure (rules and work procedures,
flexibility, clarity of task assignments,
responsibilities), technology (impact of
work procedures and physical
arrangements)
Group Behaviour, Processes, Culture
Relationships among group members
(cohesion, feelings of attachment to group,
similarity of views), processes
(communication, cooperation and conflict,
decision making, problem solving),
supervisors' behaviour, culture
The Burke-Litwin Model (1992)
External Environment
F
E
E
D
B
A
C
K
Mission and
Strategy
Structure
Leadership
Culture
Management
Practices
Systems
(policies & proced. )
Work Group
Climate
Skills/Job
Match
Motivation
Performance
Individual Needs
and Values
F
E
E
D
B
A
C
K
Transformational Factors
in the B-L Model
External
Environment
Leadership
Mission
and Strategy
Culture
Performance
Transformational dynamics is associated more with
leadership, represent fundamental changes and is more
related to organizational culture.
Transactional Factors
in the B-L Model
Structure
Management
Practices
Systems
(policies & procedures)
Work Group
Climate
Skills/Job
Match
Motivation
Individual Needs
and Values
Performance
Transactional dynamics is associated more with management, represent everyday
interactions and exchanges and is more related to organizational climate.
Empirical Studies Related
to the B-L Model
Variable
Relationship
Author(s)
External
Environment
=> Culture
=> Mission & Strategy
Gordon, 1985
Prescott, 1986
Leadership
=> Management Practices
=> Performance
Fleishman, 1953
Weiner & Mahoney, 1981
Culture
<==> System (policies)
=> Performance
Kerr & Slocum, 1987
Denison, 1990
Management
Practices
=> Climate
Schneider, 1980
Schneider & Bowen, 1985
Structure
=> Climate
Schneider & Snyder, 1975
Joyce & Slocum, 1984
Systems
=> Individual Needs &
Values
Jordan, 1986
Empirical Studies Related
to the B-L Model
Variable
Relationship
Author(s)
Climate
=> Motivation – Performance Rosenberg & Rosenstein, 1980
Skills/Job
Match
=> Motivation – Performance Hunter & Schmidt, 1982
Individual
Needs &
Values
=> Motivation – Performance Guzzo, Jette & Katzell, 1985
Literatura
1.
2.
3.
WEISBORD, M. R. Organizational Diagnosis. Perseus Books, 1978.
HOWARD, A. Diagnosis for Organizational Change: Methods and
Models. The Guilford Press, 1991.
Organizational Diagnostic Models: A Review & Synthesis.
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