Organizational Diagnostic Models
Ing. Josef Kašík, Ph.D. Department of Business Administration Administration Faculty of Economics VŠB – Techni echnical cal University University of Ostrava
[email protected] 2011
Importance of Organizational Models
ofte ten n id iden enti tiffy vi vittal or orga gan niz izat atio ion nal va vari riab ablles and depict the nature of the relationships betw be twee een n th thes ese e ke key y va vari riab able les s help us to understand more clearly and quickly quic kly what what happe happens ns in in organiz organization ations s and thus ai aid ds the the diag agn nostic proces ess s help he lp us to int inter erpr pret et da data ta ab abou outt 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 Sys Syste tem ms Theory (1 (196 966) 6) Weisbord’s Six-Box Model (1976) Congruence Model (1977) McKinsey 7S Framework (1981-82) Tichy Ti chy’s ’s TP TPC C Frame Framewo work rk (1983) (1983) High-Performance Programming (1984) Diagnosing Individual and Group Behavior (1987) The Th e Burke Burke-L -Litw itwin in Mo Mode dell (1992) (1992)
Force Field Analysis (FFA, 1951) Author: Kurt Lewin
rvng Forces
of Affairs (Problem)
Equilibrium Interrupted
es ra n ng Forces
Disequilibrium During Change
of Affairs (Goal)
Equilibrium Reestablished
Force Field Analysis - Example Restraining Forces
Desired State: 24 hour service
Driving Forces:
trade unions
management shop floor supervisors rank & file employees
C h a n g e P r o c e s s
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
Transformation
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 Environment Resources History
Informal Or anization 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 – . 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 b 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 Task-Informal Organization
Are organizational arrangements adequate to meet the demands of the task? Do organizational arrangements motivate behaviour that is consistent with demands? 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)
Staff
Skills 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 subs stem – dominant and owerful 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 we are t e parts o t e org. a igne wit eac 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 Mission/ Strategy
s
Technical
e t s Political y S e Cultural r o C amount of required org. component change
0 – no change
Tasks
Prescribed networks
People
Processes
Emergent networks
amount of withinsystem alignment
0
1
0
1
2
1
5
1
2
0
2
2
2
9
0
1
1
2
0
2
6
1
4
1
1 – moderate change
5
4
5
2 – great deal of change
Score = 20 Min.0 Max. 36
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, ocus on e u ure, 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 A ree 3 Neither Agree Nor Disagree 2 Disagree 1 Strongly Disagree
Diagnosing Individual and Group Behaviour Harrison (1987) ENVIRONMENT Org. Level
Resources
Purpose, Processes, Structure, Technology, Behaviour, Culture
, Group Level
Structure, Technology
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
Leadership Culture Management Practices (policies & proced. ) Work Group Climate
Skills/Job Match
Motivation
Performance
Individual Needs and Values
F E E D A C K
Transformational Factors in the B-L Model External Environment
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)
or roup 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 & Mahone
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
1981
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 =
Needs & Values
–
,
,
