Organizational diagnosis

This study uses mixed methods that are carried out by not only the qualitative method but also a quantitative method based on a deductive approach Newman (2000).

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This chapter concludes the literature view of organizational diagnosis, the contingency theory of organizational diagnosis, clarifies the concept of organizational development, organizational diagnosis and organizational analysis, the role of organizational diagnosis; mentions the definitions of government organizations and especially the characteristics of public sector organization and LGOs in comparison with private sector organizations; overviews the context of LGOs in HCM, Vietnam.

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Organizational diagnosis assessment and intervention proposes a case study regarding the diagnostic analysis in a plant department the hard rolling mill. The intervention is motivated by the modifications at the staff’s level due to an imminent restructuring process, also related to the technological refurbishment and to the creation of new branche.

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Business processes in organizational diagnosis points out why and how it is necessary to include business processes into organizational diagnosis as a first step in the process of organizational change management. First, the necessity of including business processes into diagnostic models which are used during the performing of organizational changes is proved in the paper.

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Levels of Analysis: Diagnosis & intervention is about diagnosing organizational events. It describes four levels of analysis and explores the implications of each for effective and humane actions in organizations.

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The methodology of organizational diagnosis is to establish the widely shared understanding of a system and, based on that understanding, to determine whether change is desirable. By stating and then maintaining that the initial work in the client system is diagnosis, consultants provide clients with bases against which they can be held accountable.

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