Author

  • Patsy Govender

    • University of KwaZulu-Natal Durban, South Africa
    • South Africa

  • Sanjana Brijball Parumasur

    • University of KwaZulu-Natal Durban, South Africa
    • South Africa

Abstract

This quantitative, cross-sectional study uses an integrated system evaluation process to diagnose eight variables (key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance) that contribute to effective organisations, with the aim of identifying gaps and suggesting corrective actions. The population comprised of all staff in a provincial trade and investment promotion agency in South Africa and a consensus approach was used through a cluster sampling technique, which secured an 85.4% response rate. Data was collected using questionnaires and analysed using both descriptive and inferential statistics. The psychometric properties (validity and reliability) of the questionnaires were statistically determined using Factor Analysis and Cronbach’s Coefficient Alpha. The results indicate that employees perceive the eight elements of organisational diagnosis as having the potential to influence effectiveness in varying degrees. The element perceived to be functioning most effectively, having the least degree of shortfalls is Key Tasks, and the element requiring the greatest degree of improvement is Structure. Significant intercorrelations exist amongst these eight diagnostic variables. Based on the results of the study, strengths and areas for improvement in each of these diagnostic variables has been identified and recommendations are graphically depicted, which when effectively implemented has the potential to enhance each of the elements and overall organisational effectiveness.

Keywords

References

  • Appelbaum, S. H., St-Pierre, N. & Glavas, W. (1998). Strategic organizational change: the role of leadership, learning, motivation and productivity. Management Decision, 36(5), 289-301.
  • Armenakis, A. A., Harris, S. G. & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations , 46, 681-702.
  • Athey, S. & Schmutzler, A. (1995). Product and Process Flexibility in an Innovative Environment. The RAND Journal of Economics , 26(4), 557-574.
  • Baba, C., Cherecheş, R., Ţiclău, T. & Mora, C. (2009). Organizational diagnosis – a management tool for change: A case study in Satu Mare County Hospital. Transylvanian Review of Administrative Sciences , 25, 32-39.
  • Beck, M. (2004). Exceptional Leadership Inspires the Best Efforts in Others, Portland, Oregon: Exceptional Leadership, Inc.
  • Beer, M. & Nohria, N. (2000). Breaking the code of change, Boston, Massachusetts: Harvard Business School Press.
  • Bolman, L. & Deal, T. (2003). Reframing organizations: Artistry, choice, and leadership (3rd ed), San Francisco: Jossey-Bass.
  • Brewster, C., Carey, L., Grobler, P., Holland, P. & Warnich, S. (2009). Contemporary issues in Human Resource Management: Gaining a competitive advantage (3rd ed), Cape Town: Oxford University Press.
  • Brown, D. R. & Harvey, D. (2006). An experiential approach to organization development (7th ed), Upper Saddle River, New Jersey: Pearson Prentice Hall.
  • Burke, W. (2002). Organization change: Theory and practice, Thousand Oaks, CA: Sage.
  • Chapman, A. (2010). Change management: Organizational and personal change management, process, plans, change management and business development tips, Businessballs.com, Available at http://www.businessballs.com/changemanagement.htm
  • CIPD Guide. (2008). Managing Conflict at work: A guide for line managers. Chartered Institute of Personnel and Development, 1-21.
  • Colbert, A. E. & Witt, L. A. (2009). The role of goal-focused leadership in enabling the expression conscientiousness. Journal of Applied Psychology , 94(3), 790-796.
  • Cronshaw, S. F. & McCulloch, N. A. (2008). Reinstating the Lewinian vision: From force field analysis to organization field assessment. Organization Development Journal , 26(4), 89-103.
  • Cuijpers, M., Guenter, H. & Hussiner, K. (2011). Costs and Benefits of Inter-Departmental Innovation Collaboration. SSRN Working Paper Series, Paper, 11-003.
  • Cummings, T. G. & Worley, C. G. (2001). Essential of organization development & change, Australia: SouthWestern College Publishing.
  • Cummings, T. G. & Worley, C. G. (2009). Organization development & change (9th ed), USA: South-Western, International Student Edition.
  • Daft, R. L. (2005). The Leadership Experience (3rd ed), Canada: South-Western.
  • Di Pofi, J. A. (2002). Organizational diagnostics: integrating qualitative and quantitative methodology. Journal of Organizational Change Management , 15(2), 156-168.
  • Dooley, J. (1998). A whole-person/systemic approach to organization change management. Available at http://well.com/user/dooley/change.pdf
  • Eaton, M. (2010). Achieving successful organisational change. Training Journal, Available at www.trainingjournal.com
  • Eby, L., Adams, D., Russell, J. & Gaby, S. (2000). Perceptions of organizational readiness for change: Factors related to employee’ reactions to the implementation of team-based selling. Human relations, 15(3), 419-428.
  • Eco Innovation Synthesis Report. (2009). Sustainable Manufacturing and Eco-Innovation: Framework, Practices and Measurement. Organisation for Economic Co-operation and Development (OECD), OECD Directorate for Science.
  • Engel, B. (2011). 10 best practices you should be doing now. CSCMP's Supply Chain Quarterly , Quarter 1, 1- 10.
  • Gallos, J. V. (2006). Reframing complexity: A four dimensional approach to organizational diagnosis, development, and change. Organization Development, San Franscisco: Jossey-Bass.
  • Grundy, T. (1995). Implementing strategic change: A practical guide for business, London: Kogan Page.
  • Harrison, I. M. & Shirom, A. (1999). Organizational diagnosis and assessment: Bridging theory and practice, Thousand Oaks: Sage Publications.
  • Higgs, M. & Rowland, D. (2000). Building change leadership capability: the quest for change competence. Journal of Change Management , 1(2), 116-134.
  • Iverson, R. D. (1996). Employee acceptance of organizational change: The role of organizational commitment. The International Journal of Human Resource Management, 7(1), 122-149.
  • Jamaludin, A., Abdullah, S. M. C., Yahya, Y. & Huridi, M. H. (2012). The relationship between motivating change, vision of the change and revitalization in the management of change: A case study in a Malaysian Public Financial Institution. 3rd International Conference on Business and Economic Research (3rd ICBER 2012) Proceeding, 2477–2490, 12-13 March 2012, Golden Flower Hotel, Bandung, Indonesia. Website: www.internationalconference. my.
  • Kontoghiorghes, C., Awbrey, S. M. & Feurig, P. L. (2005). Examining the relationship between learning organisation characteristics and change adaption, innovation and organisational performance. Human Resource Development Quarterly , 16(2), 185-211.
  • Kotter, J. P. (1996). Leading change, why transformation efforts fail. Harvard Business Review on Change, HBS Press, Harvard, MA.
  • Lee, D. & Brower, R. S. (2006). Pushing the envelope on organisational effectiveness. Public Performance Management Review , 30(2), 155-178.
  • Lowman, R. L. (2005). Importance of diagnosis in organizational assessment: Harry Levinson’s contributions. The Psychologist-Manager Journal , 8(1), 17-28.
  • Manzoor, Q. (2012). Impact of Employee Motivation on Organizational Effectiveness. Business Management and Strategy , 3(1), 1-12.
  • Markusson, N. & Olofsdotter, A. (2001). Drivers of Environmental Innovation. VINNOVA Innovation VF 2001:1, The Swedish Agency of Innovation Systems, Review of Current Knowledge, Energimyndigheten, NUTER, 1-68.
  • Martin, M. (1998). Trust leadership. Journal of Leadership Studies , 5(1), 41-48.
  • Martins, N. & Coetzee, M. (2009). Applying the Burke-Litwin model as a diagnostic framework for assessing organisational effectiveness. South African Journal of Human Resource Management , 7(1), 1-13.
  • Mattacks, K. (2004). Book review: Strategic human resource development. Leadership & Organization Development Journal , 25(1), 107-108.
  • McLagan, P. A. (1995). Analysis for improving performance: Tools for diagnosing organizations and documenting workplace expertise. Human Resource Development Quarterly , 6(2), 235-238.
  • Mechling, J. & Applegate, L. (2001). Eight Imperatives for Leaders in a Networked World: A Series of Guidelines for the Year 2000 and Beyond, Cambridge, Massachusetts: The Harvard Policy Group on Network-Enabled Services and Government, 1-30.
  • Nel, P. S., Werner, A., Haasbroek, G. D., Poisat, P., Sono, T. & Schultz, H. B. (2008). Human Resources Management (7th ed), Cape Town: Oxford University Press.
  • Pech, R. & Slade, B. (2004). Memetic engineering: A framework for organisational diagnosis and development. The Leadership and Organization Development Journal , 25(5), 452-465.
  • Piderit, S. C. (2000). Rethinking resistance and recognising ambivalence: A multidimensional view of attitudes toward and organizational change. Academy of Management Review , 25(4), 783-794.
  • Rafferty, A. E. & Griffin, M. A. (2001). Expanding organizational diagnosis by assessing the intensity of change activities. Organization Development Journal , 19(3), 3-14.
  • Ren, L., Zeng, D. & Krabbendom, K. (2010). Technological innovation progress in Central China: A survey of 42 firms. Journal of Knowledge-based Innovation in China , 2(2).
  • Robbins, S. P. & Judge, T. A. (2007). Organizational behaviour (12th ed), Upper Saddle River, New Jersey: Prentice Hall.
  • Rowland, D. & Higgs, M. (2008). Sustaining Change: Leadership that works, West Sussex, England: John Wiley & Sons Ltd.
  • Schein, E. H. (1980). Organizational Psychology, Englewood Cliffs, NJ: Prentice Hall.
  • Schneider, B., Brief, A. P. & Guzzo, R. A. (1996). Creating a climate and culture for sustainable organizational change. Organizational Dynamics , 3, 7-19.
  • Slocum, J. W. & Hellriegel, D. (2007). Fundamentals of Organisational Behaviour, South Western, Mason: Thomson.
  • Stahl, D. A. (1997). Organizational diagnosis: A six-box model. Nursing Management , 28(4), 18-20.
  • Sun, J. Y. (2008). Analysis for improving performance: Tools for diagnosing organizations and documenting workplace expertise. Performance Improvement Quarterly , 21(1), 115-120.
  • Tice, W. (2011). McKinsey 7S Model: A strategic assessment and alignment model. The Organizational Strategist, 24 April 2011.
  • Torpey, E. M. (2007). Flexible work: Adjusting the when and where of your job. Occupational Outlook Quarterly , 2, 14-25.
  • Tushman, L. & Anderson, P. (1997). Managing strategic innovation and change: A collection of readings, New York: Oxford University Press.
  • Van Tonder, C. & Roodt, G. (2008). Organisation development: Theory and practice, Pretoria: Van Schaik Publishers.
  • Vakola, M. & Nikolaou, I. (2005). Attitudes towards organizational change: What is the role of employees’ stress and commitment? Employee Relations, 27(2), 160-174.

Downloads

No downloads have been recorded for this article yet. Figures appear here once readers begin downloading the full text.

How to Cite

Govender, P., & Brijball Parumasur, S. (2012). Do Not ‘Hit and Miss’ Or ‘Spray and Pray’, Diagnose First. Journal of Economics and Behavioral Studies, 4(12), 677-690. https://doi.org/10.22610/jebs.v4i12.368

Share this article

License

Copyright (c) 2012 Patsy Govender, Sanjana Brijball Parumasur (Author)

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Author (s) should affirm that the material has not been published previously. It has not been submitted and it is not under consideration by any other journal. At the same time author (s) need to execute a publication permission agreement to assume the responsibility of the submitted content and any omissions and errors therein. After submission of revised paper in the light of suggestions of the reviewers, the editorial team  edits and formats manuscripts to bring uniformity and standardization in published material.

This work will be licensed under Creative Commons Attribution 4.0 International (CC BY 4.0) and under condition of the license, users are free to read, copy, remix, transform, redistribute, download, print, search or link to the full texts of articles and even build upon their work as long as they credit the author for the original work. Moreover, as per journal policy author (s) hold and retain copyrights without any restrictions.

Keywords

Section

Research Paper

Published in

Vol. 4 No. 12 (2012) Organizational Diagnosis, Labour & Capital Management View issue contents

Published

2012-12-15

Submissions

Have research to publish? Journal of Economics and Behavioral Studies welcomes submissions.

Make a Submission