solution of questions: You are required (1) to convince an M.D. of an organization of the importance of an organizational diagnosis before attemp¬ting certain organizational reforms. How would you ap¬proach this matter and which arguments will you use, and (2) which arguments will you use to convince him of the necessity of the diagnosis being based on a model?

1. ORGANIZATION DEVELOPMENT AND CHANGE
Assignment # 3 Question
You are required (1) to convince an M.D. of an organization of the importance of an
organizational diagnosis before attempting certain organizational reforms. How would you
approach this matter and which arguments will you use, and (2) which arguments will you
use to convince him of the necessity of the diagnosis being based on a model?
FIRSTLY, I will tell the M.D of the organization about the importance of organizational
diagnoses that why organizational diagnoses are important before attempting
organizational reforms.
1) IMPORTANCE OF AN ORGANIZATIONAL DIAGNISIS:
Organizational Diagnosis is an essential step in every initiative of change, and with ever
changing environment in which flexibility and creativity are proving to be key values, most
managers are interested in questions regarding the nature of organizational process and
structure, human relations, and nature of change.
Organizational diagnosis is an exercise attempted to make an analysis of organization. And
analysis of its structure, subsystems and processes in order to identify the strengths and
weaknesses of its structural components and processes and use it as a basic for developing
plans to improve and /or maximize the dynamism and effectiveness of the organization.
Diagnosis gives the state of the organization or one or more of its subsystems and points out
the scope for improvements that could be made for achieving organizational effectiveness
Organizational Diagnosis helps organizations identify the “gaps” between “what is” and
“what ought to be.” Once we gain a shared vision of the desired state, we can partner in an
effort to identify barriers and work toward solutions. Organizational diagnosis, involves
“diagnosing,” or assessing, an organization’s current level of functioning in order to design
appropriate change interventions.
MORE I will convince the M.D by telling him the advantages of organizational diagnoses
before attempting organizational reforms. The advantages are as follow:
Advantages of Diagnosis
 It identifies the core organisational problemsand needs and ensures that
interventions (programmes, changes, new systems, etc.) are based on these
identified problems and needs.
 It provides employees with the opportunity to bring their perceptions and attitudes
to the attention of management in an objective way.
 It can give management a comprehensive picture as well as in-depth information on
the organisation’s well-being in terms of factors such as:

2.  Climate, management practices, workgroup and departmental functioning, job
satisfaction and the quality of work life of employees, and the extent to which
employees are empowered and committed.
 It can lead to employee involvement in problem identification and it sets the scene
for participation in problem-solving. It is therefore an exceptionally effective way to
encourage participation, ownership and commitment.
CONVENCING THE M.D:
Organizations need to survive in a competitive and rapidly changing environment, thus they
are confronted with challenges and uncertainty in their actions and need to be capable of
adapting to new situations and environments in order to “survive” – remain competitive
and be effective. In such cases, change is not only inevitable but it is necessary, so how
change processes are planned and then implemented is vital to the development of modern
organizations. Organizational change can be defined as a state of transition between the
current state and a future one, towards which the organization is directed. This means that
when talking about change we are referring to a process through which the organization
goes, more simply from state A to state B, with the desire for improvement. Organizational
change can also be seen as a sort of innovation meaning a technology, a product or a
practice used by the members of an organization for the first time, regardless of whether it
has already been used by other organizations or not.
2) CONVINCING THE M.D ABOUT ORGANIZATIONAL DIAGNOSES BASED ON MODEL:
Organizational Diagnosis must be analyzed as part of a bigger process of change or part of
an organizational development process. It is neither proper nor efficient to isolate or to use
Organizational Diagnosis independently. In most cases, Organizational Diagnosis is seen as
the first step taken in a broader organizational change attempt. The results of a diagnosis
usually lead to a statement about the functioning of the organization. In addition, it must
include a set of recommendations meant to improve organizational effectiveness and
efficiency.
Uses of Organizational Models:
An organizational model is a representation of an organization that helps us to understand
more clearly and quickly what we are observing in organizations. Many ways in which
organizational models are useful:
1.
2.
3.
4.
Models help to enhance our understanding of organizational behavior.
Models help to categorize data about an organization.
Models help to interpret data about an organization.
Models help to provide a common, short-hand language.
The model provides a systematic way to collect data on the organization and to understand
and categorize the data.

3. MODEL: I will use the FORCE FIELD ANALYSIS model to convince the M.D.
FORCE FIELD ANALYSIS MODEL:
Force Field Analysisis a model for analyzing and managing organizational problems and it is a
method for listing, discussing, and evaluating the various forces for and against a proposed
change. When a change is planned, Force Field Analysis helps you look at the big picture by
analyzing all of the forces impacting the change and weighing the pros and cons. By knowing
the pros and cons, you can develop strategies to reduce the impact of the opposing forces
and strengthen the supporting forces. Forces that help you achieve the change are called
"driving forces." Forces that work against the change are called "restraining forces."These
driving forces, such as environmental factors, push for change within the organization while
the restraining forces, such as organizational factors (e.g., limited resources or poor morale),
act as barriers to change.Force Field Analysis can be used to develop an action plan to
implement a change.
To understand the problem within the organization, the driving forces and restraining forces
are first identified and, hence, defined. Goals and strategies for moving the equilibrium of
the organization toward the desired direction can then be planned.
The model relies upon the change process, with the social implications built into the model
(e.g., disequilibrium is expected to occur until equilibrium is reestablished). The general goal
of this model is to intentionally move to a desirable state of equilibrium by adding driving
forces, where important, and eliminating restraining forces, where appropriate. These
changes are thought to occur simultaneously within the dynamic organization.
Driving Forces

4. Driving forces are those forces affecting a situation that are pushing in a particular direction;
they tend to initiate a change and keep it going. In terms of improving productivity in a work
group, pressure from a supervisor, incentive earnings, and competition may be examples of
driving forces.
Restraining Forces
Restraining forces are forces acting to restrain or decrease the driving forces. Apathy,
hostility, and poor maintenance of equipment may be examples of restraining forces against
increased production. Equilibrium is reached when the sum of the driving forces equals the
sum of the restraining forces. In our example, equilibrium represents the present level of
productivity, as shown below.
Equilibrium
This equilibrium, or present level of productivity, can be raised or lowered by changes in the
relationship between the driving and the restraining forces.
Forces for change include:
Internal forces for change
External forces for change
A general sense that the business could “do
better”
Desire to increase profitability
Reorganization to increase efficiency
Natural ageing and decline in a business (e.g.
machinery, products)
Conflict between departments
The need for greater flexibility in
organizational structures
Concerns about ineffective communication,
de-motivation or poor business relationships
Increased demands for higher quality and
levels of customer service
Uncertain economic conditions
Greater competition
Higher cost of inputs
Legislation & taxes
Political interests
Ethics & social values
Technological change
Globalization
Scarcity of natural resources
Changing nature and composition of the
workforce
Managers are often in a position in which they must consider not only output but also
intervening variables and not only short-term but also long-term goals. It can be seen that
force field analysis provides framework that is useful in diagnosing these
interrelationships.Organizational Diagnosis as a general, whole system evaluation process
rather than a specific sub-unit focused one