- In discussing Organizational Change, let’s start with an analysis of your organization or one with which you are familiar. Take the Organizational Diagnosis Questionnaire. Provide a detailed analysis of what is working and what is not working.
- Data collection is an important part of an organizational diagnosis. OD consultants can gather data via quantitative methods (e.g., surveys) and/or qualitative methods (e.g., observation, interviews). Compare and contrast the benefits of using qualitative and quantitative data collection methods as they apply to OD.
Organizational Diagnosis Questionnaire
From time to time organizations consider it important to analyze themselves. It is necessary to find out from the people who work in the organization what they think. This questionnaire will help the organization that you work for analyze itself.
Directions: DO NOT put your name anywhere on this questionnaire. Please answer all forty questions. Be open and honest. For each of the forty statements, circle only one number to indicate your thinking.
Agree Strongly-1, Agree-2, Agree Slightly-3, Neutral-4, Disagree Slightly-5, Disagree-6, Disagree Strongly-7
1. The goals of this organization are clearly stated.
1 2 3 4 5 6 7
2. The division of labor of this organization is flexible.
1 2 3 4 5 6 7
3. My immediate supervisor is supportive of my efforts.
1 2 3 4 5 6 7
4. My relationship with my supervisor is a harmonious one.
1 2 3 4 5 6 7
5. My job offers me the opportunity to grow as a person.
1 2 3 4 5 6 7
6. This organization encourages family values.
1 2 3 4 5 6 7
7. My immediate supervisor has ideas that are helpful to my group and me.
1 2 3 4 5 6 7
8. This organization is not resistant to change.
1 2 3 4 5 6 7
9. I am personally in agreement with the stated goals of my work unit.
1 2 3 4 5 6 7
10. The division of labor of this organization is conducive to reaching its goals.
1 2 3 4 5 6 7
11. The leadership norms of this organization help its progress.
1 2 3 4 5 6 7
12. This organization hosts a number of family events which spouses and children can attend.
1 2 3 4 5 6 7
13. I can always talk with someone at work if I have a work-related problem.
1 2 3 4 5 6 7
14. The pay scale and benefits of this organization treat each employee equitably.
1 2 3 4 5 6 7
15. I have the information that I need to do a good job.
1 2 3 4 5 6 7
16. This organization is not introducing enough new policies and procedures.
1 2 3 4 5 6 7
17. I understand the purpose/mission of this organization.
1 2 3 4 5 6 7
18. The benefits program provides for personal and maternity leave.
1 2 3 4 5 6 7
19. The manner in which work tasks are divided is a logical one.
1 2 3 4 5 6 7
20. This organization’s leadership efforts result in the organization’s fulfillment of its purposes.
1 2 3 4 5 6 7
21. My relationships with members of my work group are friendly as well as professional.
1 2 3 4 5 6 7
22. The opportunity for promotion exists in this organization.
1 2 3 4 5 6 7
23. This organization has adequate mechanisms for binding itself together.
1 2 3 4 5 6 7
24. The organization provides for day-care.
1 2 3 4 5 6 7
25. This organization favors change.
1 2 3 4 5 6 7
26. The employees understand the priorities of this organization.
1 2 3 4 5 6 7
27. The structure of my work unit is well designed.
1 2 3 4 5 6 7
28. It is clear to me whenever my boss is attempting to guide my work efforts.
1 2 3 4 5 6 7
29. I have established the relationships that I need to do my job properly.
1 2 3 4 5 6 7
30. The salary that I receive is commensurate with the job/work that I perform.
1 2 3 4 5 6 7
31. Occasionally I like to change things about my job.
1 2 3 4 5 6 7
32. I desire more input in deciding my work-unit goals.
1 2 3 4 5 6 7
33. The division of labor of this organization helps its efforts to reach its goals.
1 2 3 4 5 6 7
34. This organization is open to accommodating varying family situations by permitting flextime or leaves of absence.
1 2 3 4 5 6 7
35. I understand my boss’s efforts to influence me and the other members of the work unit.
1 2 3 4 5 6 7
36. All tasks to be accomplished are associated with incentives.
1 2 3 4 5 6 7
37. There is no evidence of unresolved conflict in this organization.
1 2 3 4 5 6 7
38. This organization’s planning and control efforts are helpful to its growth and development.
1 2 3 4 5 6 7
39. This organization has the ability to change.
1 2 3 4 5 6 7
40. Other work units are helpful to my work.
1 2 3 4 5 6 7
Organizational Diagnosis Scoring Sheet
Instructions: Transfer the numbers you circled on the questionnaire to the blanks below, add each column, and divide each sum by five. This will give you comparable scores for each of the eight areas.
Purposes Rewards Structure Helpful
Mechanisms
1 _____ 5 _____ 2 _____ 7 _____
9 _____ 14 _____ 10 _____ 15 _____
17 _____ 22 _____ 19 _____ 23 _____
26 _____ 30 _____ 27 _____ 38 _____
32 _____ 37 _____ 33 _____ 40 _____
______ ______ ______ ______
Total Total Total Total
_____ _____ _____ _____
Average Average Average Average
Leadership Family Oriented Relationships Attitudes
For Change
3 _____ 6 _____ 4 _____ 8 _____
11 _____ 12 _____ 13 _____ 16 _____
20 _____ 18 _____ 21 _____ 25 _____
28 _____ 24 _____ 29 _____ 31 _____
35 _____ 34 _____ 36 _____ 39 _____
______ ______ ______ ______
Total Total Total Total
_____ _____ _____ _____
Average Average Average Average
Interpretation and Diagnosis:
A crucial consideration is the diagnosis based upon data interpretation. The simplest diagnosis would be to assess the amount of variance for each of the seven variables. In relation to a score of 4, which is the neutral point, scores above 4 would indicate a problem with the functioning of the organization. The closer the score is to 7 the more severe the problem would be. Scores below 4 indicate the lack of a problem, with a score of 1 indicating optimum functioning.
Another diagnostic approach follows the same guidelines of assessment in relation to the neutral point or score of 4. The score of each of the forty items on the questionnaire can be reviewed to produce more exacting information on problematic areas. Thus, diagnosis would be more precise. For example, let us suppose that the average score on item number 9 is 6.4. This would indicate not only a problem in organizational purpose, but also a more specific problem in that there is a gap between organizational and individual goals. This more precise diagnostic effort is likely to lead to a more appropriate intervention in the organization than the generalized diagnostic approach described. Appropriate diagnosis must also address the relationships between the boxes to determine the interconnectedness of problems.
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