ORGANIZATIONAL DIAGNOSIS ASSESSMENT AND INTERVENTION

Author :ALINA OANA ZAMOTEANU

Presented by GROUP -3
Hrishikesh Mukherjee 2012PGP039 Savitha.B 2012PGP050 Tanya Beniwal 2012PGP101 Vishwavardhan Bhati 2012PGP112

WHAT IS DIAGNOSIS?
Diagnosis represents a stage of a program / changing process / organizational

development
Consists in a collaboration between the members of the organization and a

consultant or a team of external consultants

They gather and analyses the relevant information regarding a problem /a set

problems: To identify the strengths / weaknesses of the examined area To highlight their causes To design solutions that will lead to an improvement of the situation and of the activity in the

organization

WHY DO WE NEED DIAGNOSIS?

The assessed plant was in a complex restructuring process Aimed at the technologies, the costs and the employees

The program involved significant investments to modernize the technologies

without dismissing the personnel in the next 10 years

The reorganization also consists in separating some activities, without separating

the capital, and in creating subsidiaries

STAGES OF INVESTIGATION AND ANALYSIS

Gathering information and organizing it; Highlighting significant symptoms;

Highlight the strengths, the weaknesses and the causes generating them;
Making recommendations for eliminating malfunctions; The post-diagnosis, consisting of: completing the editing of the study, discussing

issues, finalizing recommendations, making the implementation program

ISSUES IDENTIFIED
Communication deficiencies at the level of the foremen which represent a filter for

the vertical communication from the top down and bottom up

The staffs reaction to the restructuring efforts determined by the creation of

subsidiaries
The staffs reaction to the new technologies The staffs reaction to the implementation of the different assessment procedures

1. A meeting with the management representatives of the institution (restructuringprivatization, vocational training and professional reconversion, normalization, evaluation, norm setting, communication office) during which the activities and the problems specific to each department were briefly presented.

2. A meeting with a representative of the Board of Trade Union.

3. A visit at the department during the production flow: heavy rolling mills.

4. Interviews with 10 people from different hierarchical levels of each visited department.

5. Discussions with the heads of the four departments to clarify two issues: the possibilities of motivating the staff other than payment and the need for specific criteria to assess the work performance.

6. Meeting the representatives of the institution for additional information.

ACTIVITIES INCLUDED

METHODOLOGY
UNIT OF ANALYSIS
Department within the organization Methods of gathering information Semi-structured interview Questionnaire The analysis of statistical data regarding the staff Non-systematic observation Focused discussion Structure of the participants to interview The department management (the head of department and head of the shift) 2 persons from the operation department 2 person from the maintenance department 2 foremen 2 workers

RESULTS
GROUP OF ENGINEERS GROUP OF WORKERS
Level of communication within the department was GOOD Communication between foremen and workers is estimated to be good Hierarchical levels are respected in communication At this level the desire to get more information from higher hierarchical The necessity for the higher levels was expressed hierarchical levels to provide better information regarding the way They felt that by providing better contracts are concluded was information to workers, the sense of highlighted their importance to the institution is increased, which could be a Workers should be better informed to motivating factor increase their responsibility towards the quality of their work

COMMUNICATION

GROUP OF ENGINEERS

GROUP OF WORKERS

SATISFACTION

The satisfaction concerning There is a great dissatisfaction with remuneration is relatively low regard to remuneration, which is viewed as being very low, The working conditions are comparing to the hard work and assessed as satisfactory the conditions in which it takes place The opportunities of getting a promotion are viewed as low The working conditions are considered particularly difficult The department in itself is assessed as having great importance within The main dissatisfaction is caused the institution, but the by not granting the salary dissatisfaction with the differentially, depending on the insufficiency of contracts is notable individual performance The fact that the salaries are differentially given is assessed as a positive aspect

GROUP OF ENGINEERS
Largely accepted

GROUP OF WORKERS

TECHNOLOGICAL REFURBISHMENT

Positive perception of the process of technological refurbishment as Well informed about the it would involve, firstly, the possibilities of technological improvement of the working refurbishment conditions and, secondly, an increased production No resistance against this issue, on the contrary, the technological They would like to be better and refurbishment is expected with more accurately informed enthusiasm The technological refurbishment is not a negative stress factor and they were ready for the training involved with the new technology

GROUP OF ENGINEERS

GROUP OF WORKERS

Main problem is staff fluctuation, which hampers the production process. This situation is due to shortage of staff

The fluctuation is presented as a negative factor, restraining productivity The staff is moved from one job to another, which requires an adjustment period.

EMPLOYMENT ISSUES

The level of specialization in certain jobs is lower, which also lowers the work efficiency

CONCLUSIONS & DEDUCTIONS

There exists a communication problem in the department
A possible improvement of the communication is needed between departments and between the department and the upper levels of the management board

A necessity of salary differentiation has become obvious

Can be based on specific criteria operating within the team and, if possible, by providing additional funds or other facilities

The staff fluctuation is seen as a negative factor by all the members of the department, hindering the production process Job satisfaction has generally got a negative assessment regarding both working conditions and salary In this department, the main issues are not related to communication, but to the fact that the salaries are not differentiated according to specific criteria of evaluation, and to the large fluctuation of the staff, due to a lack of personnel and inadequate working conditions.

THANK YOU