SUMMER INTERNSHIP REPORT ON

A STUDY OF ORGANIZATIONAL DIAGNOSIS AT TMS (TEAM

MANAGEMENT SERVICES)

Submitted in partial fulfillment for the award of the degree of

MASTER OF MANAGEMENT STUDIES
UNIVERSITY OF MUMBAI

Submitted by Ms. Rupali Suresh Ahire

ROLL NO. M-9103
2018-2020

Under The Guidance of

Mrs. Renuka Savant

DES’s NAVINCHANDRA MEHTA INSTITUTE OF TECHNOLOGY AND

DEVELOPMENT, MUMBAI – 400 028

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 CERTIFICATE

This is to certify that the summer internship report titled “A STUDY OF

ORGANIZATIONAL DIAGNOSIS AT TMS (TEAM MANAGEMENT
SERVICES)” submitted in partial fulfillment for MMS Degree Examination by
Rupali Suresh Ahire is a record of Research work carried out by him/ her during
the period from 2nd May 2019 to 1 st July 2019 under my guidance, and has been
found satisfactory. This project work is original and not submitted earlier for the
award of any degree, diploma or associateship of any other University / Institution.

Date:

------------------------------ ---------------------------
Dr. Samadhan Khamkar Prof. Renuka Savant
DIRECTOR (PROJECT GUIDE)

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 DECLARATION

I hereby declare that this project report submitted by me to the partial fulfillment of
the requirement for the award of MASTER OF MANAGEMENT STUDIES
(MMS) of the University of Mumbai is a bonafide work undertaken by me and it is
not submitted to any other University or Institution for the award of any degree,
diploma/ certificate or published any time before.

Name: Rupali Ahire

Roll No: M-9103 Signature of student
(Rupali Suresh Ahire)

ACKNOWLEDGEMENT

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This project has been a great learning experience for me. I take this opportunity to
thank Mrs. Renuka Sawant, my internal project guide and my industry mentor
Pratik Chauhan whose valuable guidance & suggestions made this project possible.
I am extremely thankful to them for their support. They have encouraged me and
channelized my enthusiasm effectively.

I express my heart-felt gratitude towards my parents Suresh Ahire and Rajni Ahire,
siblings and all those friends who have willingly and with utmost commitment
helped me during the course of my project work.

I also express my profound gratitude to Dr. Samadhan Khamkar, Director of DES’s

Navinchandra Mehta Institute of Technology and Development for giving me the
opportunity to work on the project and broaden my knowledge and experience.

I would like to thank all the professors and the staff of DES’s NMITD especially the
Library staff who were very helpful in providing books and articles I needed for my
project.

Last but not the least, I am thankful to all those who indirectly extended their co-
operation and invaluable support to me.

EXECUTIVE SUMMARY

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The aim of the actual research is the diagnosis of the organizational effectiveness.
Organizational diagnosis which presents the assessment of the current situation of an
organization in order to identify the most appropriate interventions for its future
development.
Organizational effectiveness can be defined as meeting organizational objectives and
prevailing societal expectations in the near future, adapting and developing in the
intermediate future, and surviving in the distant future.
An organisation has many problems, which may be because of the following reason like
poor leadership, failure to develop key competencies and behaviors, poor communication
feedback, lack of awareness. Many leaders don’t focus on above problems and don’t take
responsibilities. Unfortunately, while they’re busy focusing on their many necessary
operational distractions, many managers don’t take responsibilities of the teamwork. This
means that communication suffers and leader get distract and fail to identify people,
celebrate progress, build the talent pipeline, or invest time reviewing processes, practices,
and better ways of working across functions. People then become disengaged, feel like
treated them as insignificant, and lose focus and commitment.
There were various models like Leavitt’s model, Nadler and Tushman’s congruence model,
McKinsey 7s model, Burke-Litwin model and Weisboard Six box model.Out of this six box
model was used in the survey. The Data Collection used was primary as well as secondary
data.
The Organizational Diagnosis Questionnaire was used. The questionnaire was based on the
Weisbord Six- Box organizational diagnosis model which includes six components:
purpose, structure, rewards, relationship, helpful mechanisms and leadership. Again one
component was added as Attribute for change.
The results of the questionnaire analysis are necessary to understand what the employee’s
think of each component. So each Questions were divided into the components. To better
understand a survey was done. As per the survey an Average was calculated of the
respondents. We found total average score 4.2 which results to absence of problems in the
Reward Component which is not a major problem. So all employees are happy in current
working Environment.

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 Index

Chapter Description Page No.

No.
I INTRODUCTION
1.1 General Introduction to the study
1.2 Statement of the Problem
1.3 Objectives
1.4 Summary
II REVIEW OF LITERATURE

2.1 Leavitt’s model

2.2 Nadler and Tushman’s congruence model

2.3 McKinsey 7s model

2.4 Burke-Litwin model

2.5 Weisbord’s Six-Box Model

2.6 Summary

(ANY OTHER CHAPTERS DEPENDING ON

THE TOPIC)
III METHODOLOGY
3.1 Research Design
3.2 Data collection Methods
3.3 Statistical tools used
3.4 Summary

IV DATA ANALYSIS(RESULTS OF THE

STUDY)
Tables, Graphs, Charts and inferences
V FINDINGS AND IMPLICATIONS

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 5.1 Findings
5.2 Implications
5.3 Limitations
5.4 Summary
VI CONCLUSION
REFERENCES

Chapter I. Introduction

1.1 General Introduction to the study

Environment diagnosis is to identify the factors of causes in the environment that affect the
function of an organization and use such identification as a base for developing plans or strategic to
improve or maximize the effectiveness of the organization.

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Environmental analysis is the study of organizational environment to identify and indicate those
environmental factors that can significantly influence organizational operations and manager’s
strategic decision making. Organizational environment includes staff, working culture, structure of
organization, customer or client expectation, goals of organization.

It helps organization like early warning system against threats from competitive forces. It turns
problems into solutions. By proactive planning, any upcoming disaster will be handled effectively.
It recognizes opportunities and threats affecting their business.

There are various tools available for diagnosis.Using diagnostic tool we can assess your current
organisational effectiveness and HR capabilities and assess them against your business needs.

The recent business environment is becoming more competitive and dynamic. Customers require
more choices, better prices, high quality and better post-sale services. Technology is changing
quickly and if you do not catch the last trends, you may probably lose competitive advantage. Firms
cannot satisfy customers and be at the leading edge of technology if suppliers are not reliable and
consistent with the supply of materials (Chen and Paulraj, 2003).Therefore, firms have to improve
their organizational effectiveness, in order to survive and ensure success in this hyper-competitive
and uncertain environment.

Organizational effectiveness is a critical concept in the management literature, but it doesn’t exist a
universal well accepted definition. According to Drucker (2006), effectiveness means doing the
right thing and accomplishing the goals successfully. A more recent definition is offered by Kreitner
& Cassidy (2012:245): “Organizational effectiveness can be defined as meeting organizational
objectives and prevailing societal expectations in the near future, adapting and developing in the
intermediate future, and surviving in the distant future”.

Many organizational development strategies exist for improving organizational effectiveness. One
Of these strategies is organizational diagnosis which presents the assessment of the current situation
of an organization in order to identify the most appropriate interventions for its future development
(Stegerean, Gavrea, & Marin, 2010). There are many organizational diagnosis models: Force Field

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Analysis, Leavitt’s Model, Mc Kinsey 7S Framework, Congruence Model, Weisbord’s Six Box
Model and many others (Falleta, 2005). In this study, the last model will be used (Weisbord’s Six
Box Model) because it is the most used in practice and empirical studies due to its simplicity. Its
main disadvantage is that it does not consider directly the influence of the external environment.

1.2 Statement of the problem

The leader or leaders rarely discuss or chart a deliberate direction or strategy for the future, or they
fail to communicate a coherent.
There are many activities to do and the organization has not enough alignment needed to gain the
traction necessary to help the organization transform, adapt, and shape the future—activities that
would ensure the organization’s long-term, sustained growth.
There are many functions and individuals lack an understanding of how they fit or why they matter.
As a result, people are not satisfied with leader’s decision and expecting someone to be on driver
seat. This results in poor leadership.

In an organizations, there are a lot of hardworking people who have good intentions. In spite of
having experience in the organization, their technical talent, and the subject-matter expertise that
many leaders bring to the table, creating a high-performance organization is often still out of reach.

Sometimes leaders are aware of their drawbacks; in other cases, they are blind to their leadership
deficits. People inside the organization are often afraid to frankly say what they think.

Leading and managing an organization is a difficult task that requires a unique mix of skills.
Leaders have to utilize their natural strengths, but they also have to search in a harsh way to close
their own performance gaps and improve their behaviour. Without continuous improvement, an
organization’s capabilities will be severely narrow

In short, if leaders don’t constantly raise their game, they will swallow all the energy and employee
engagement out of an organization. Leaders need to be constantly aware of and must work on their
personal opportunities for improvement.

There seem to be two major things in this area: Either people do everything to avoid confronting
others and holding them accountable or they enjoy any opportunity to chew people out and crush
their spirits.

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I have worked in a firm in which the number-one problem was a lack of honest, constructive, and
open dialogue about the team members practices, styles, skills, or behaviours. Without a culture of
openness, feedback, and coaching, organizations will try to grow. This is the most frequent lament
we experience. In fact, this issue is predictable or common.

Many teams try to bring into a confusing state through this somehow, lasting for a long time or
trying to guess what others want and need from them.
People often tell that they fear recrimination or retaliation if they open up—but the reality is that
leaders can’t execute on their strategies, lower costs, or effectively launch new processes or
services when people fail to communicate with openness and honestly, so this is an issue that must
be overcome. This results in poor communication.

Building a solid organization takes hard work and an awareness of the culture and environment that
exists in a business. Most executives or administrative are very busy people; a lot of things vie for
their attention.

Unfortunately, while they’re busy focusing on their many necessary operational distractions, many
managers don’t take responsibilities of the teamwork. This means that communication suffers and
leader get distract and fail to identify people, celebrate progress, build the talent pipeline, or invest
time reviewing processes, practices, and better ways of working across functions. People then
become disengaged, feel like treated them as insignificant, and lose focus and commitment.

1.2 Objective

To understand whether the employees are satisfied or not.

To understand the work provided to the employees beneficial or not.
To analyze the results and provide recommendations.
To identify the factors that will to improve the satisfaction level of employees.
To identify the impact of employee’s job satisfaction on their performance.

1.3 Summary:

An Organizational Diagnosis is an effective way of looking at an organization to determine

gaps between current and desired performance and how it can achieve its goals. Organizational

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effectiveness can be defined as meeting organizational objectives and prevailing societal
expectations in the near future, adapting and developing in the intermediate future, and surviving in
the distant future. There are various problems faced in an organization like poor leadership, lack of
awareness, failure to develop key competencies and behaviour as well as communication skills.

Chapter II. Review of Literature

Kurt Lewin is said to have played a key role in the early development of organization. As early as
the 1940s, Lewin experimented with a change process which was collaborative in nature and
involved himself as consultant and a client group. The process was based on a three-step approach
of planning, taking action, and measuring results.

This was the beginning of what has become known as action research. This is a fundamental part of
Organizational development. Later Lewin participated in the beginnings of laboratory training, or
T-groups when after his death in 1947, his associates in the field continued to develop survey-
research methods at the University of Michigan. These procedures became important parts of OD
as developments in this field continued at the National Training Laboratories (US) and in growing
numbers of universities and private consulting firms across the world.

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The failure of off-site laboratory training to live up to its early promise was one of the important
forces stimulating the development of OD. Laboratory training is learning from a person’s “here
and now” (Gestalt) experience as a member of an ongoing training group (T Group). Such groups
usually meet without a specific agenda. Their purpose is for the members to learn about themselves
from their spontaneous “here and now” responses to an ambiguous hypothetical situation. Problems
of leadership, structure, status, communication, and self-serving behaviour typically arise in such a
group. The members have an opportunity to learn something about themselves and to practice such
skills as listening, observing others, and functioning as effective group members.

Initially the approach was practiced in stranger groups, or groups composed of individuals from
different organizations, situations, and backgrounds. Over time a major difficulty developed,
however, in transferring knowledge gained from these stranger labs to the actual situation back
home. This required a transfer between two different organizational cultures, the relatively safe and
protected environment of the T-group (or training group) and the give-and-take of the
organizational environment with its traditional values. This led the early pioneers in this type of
learning to begin to apply it to family groups that is groups located within an organization. From
this shift in the locale of the training site and the realization that culture was an important factor in
influencing group members (along with some other developments in the behavioural sciences)
emerged the concept of organization development.

Traditional organisational theories have viewed organisations as ‘closed’ systems which are
independent of the environment in which they exist (Katz and Kahn, 1978). Organisations are also
considered to be open systems because of their constant interaction with the environment. A system
can exhaust its strength and cease functioning if not provided with additional resources from an
external environment (Ashmos and Huber, 1987). Like other systems, an organisation takes inputs
from an environment, processes them, and produces outputs, which can be goods or services.

There are various research papers and journal of Organizational Diagnosis. I have referred two
research papers and books like Strategic Organizational Diagnosis and Design: Developing Theory
for Application by Richard M.Burton and Diagnosis for Organizational Change: Methods and
Models by Ann Howard.

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Treated as open systems, organisations cannot survive alone. Porras and Robertson (1986) offered
an early review of diagnostic models and concluded that most of the models share the following
components:

1. Environment, including the technological, market, and social environments.

2. Purpose (i.e., organisational mission, including strategy)
3. Organisational structure and its systems, policies, and procedures
4. Social setup (i.e., culture)
5. Technology being used
6. Physical systems (i.e., working conditions inside the organisation)
7. Outcomes (e.g., sales, productivity, etc.). Some of the more popular and most cited diagnostic
models are discussed in the following sections.

2.1 Leavitt’s model

Leavitt and March (1962) proposed a model to diagnose organisational functions and examined
relationships among variables in an organisation. He specified four variables: structure, technology,
people and tasks, hence it is not based on open systems theory. Leavitt and March (1962) argued
that the four variables adjust mutually. The structure refers not only to an organisational chart, but
also to the communication system among its elements. Technology such as machinery, operating
supplies and equipment are used to perform tasks in the organisation. People are actors within the
system that perform the tasks to achieve the goals and objectives. Tasks are operations conducted
for production. Changing one variable changes another because of interconnectedness and the
change can be positive or negative.

2.2 Nadler and Tushman’s congruence model

As its name suggests, this model’s foundation is congruent and the extent goals/objectives and
needs/demands of one element accord with another (Waclawski and Church, 2002). When
diagnosing an organisation, a manager using this model must check for parity among elements in
the model. The model is based on the following assumptions (Nadler and Tushman, 1980), such as:

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1. Organisations are open systems and operate inside an environment
2. Change occurs inside the organisation
3. Disparate behaviours are observed at individual, group and system levels
4. Interactions occur at various levels of organisational behaviour (i.e., individual, group and
systems level).

Inputs include environment, resources, history and strategies and elements include formal
organisational arrangements, Informal organisational arrangements, tasks and individuals. Outputs
occur at individual, group and system levels.

2.3 McKinsey 7s model

Peters and Waterman (1982) developed the McKinsey 7s model which identified seven variables or
levers crucial to planned organisational change. Managers must sustain parity among these levers
during change. The levers are strategy, structure, systems, style, human resources, skills, and shared
values. Cawsey and Deszca (2007) discussed the model’s variables and summarised as

1. Strategy: The organisational plan conducted when change occurs or is anticipated in the
environment
2. Structure: The organisational arrangement of people and associated work
3. Systems: Routine formal and informal processes
4. Style: The way managers behave to achieve organisational goals
5. Human resources
6. Skills, competencies and capabilities of staff
7. Shared values, attributes organisational members share.

2.4 Burke-Litwin model

Burke and Litwin (1992) argued the models for change management should not be prescriptive;
they should offer methods to diagnose, plan and manage change. Their model forecasts behaviours
and performance outcomes based on cause and effect relationships. Causes can be organisational
conditions and effects can be resulting organisational performance, and serve as a guide for not
only assessing organisations, but also planning organisational change management.

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The model highlights two groups of organisational dynamics. One group deals with transactions of
human behaviour, daily communications among actors that shape organisational climate.

Transactional variables grouped in the model include structure, management practices, systems,
workgroup climates, skills, motivations, individual needs/values, and performance. The second
group encompasses human transformations, the dynamics fundamental to effect big changes in
organisational cultures (French et al., 2000; Jones and Brazzel, 2012).

Transformational variables include external environments, leadership, cultures, missions/strategies

and performance. In these variables, change is usually the cause of interactions with the
environment. Burke and Litwin (1992) explained that the environment influences transformational
variables which in turn influence transactional variables. Collectively, these factors affect
individual and organisational performance, leading to the overall effectiveness of the organisation.

2.5 Weisbord’s Six-Box Model

According to Jones and Brazzel (2006), the Weisbord's Six-Box model was the most used in
practice. In the actual study, this model will be used, due to its simplicity in collecting and
interpreting the data.

This model was developed by an American analyst, Marvin Weisbord. It is called the Six-Box
model because the model includes six components: purpose, structure, rewards, relationship,
helpful mechanisms and leadership. For each box, diagnosis questions should be posed in order to
understand what is happening and what should happen.
Below Figure represent Six Box Model

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 Fig. Weisboard Six Box Model

Purpose: You need to understand very specifically what businesses you are in, and what businesses
you want to be in moving forward.
Business frequently takes unexpected turns, so stay on top of your organization by understanding
exactly where you are competing and what it takes to win in those areas.

Structure: It determines how the work is being divided in an organizations.

Relationships: Business is a never ending stream of relationships. There are the obvious
relationships between people both within your organization and outside of it that need to be
managed. Also, there are the relationships between your people and your technologies that need to
be successfully managed in order to achieve optimal outputs.
When you have inevitable conflicts in some of these relationships – either between people, or
between people and machines – you need to have a clear and concise plan for how those conflicts
are going to be resolved. It isn’t a matter of completely avoid conflict, as conflict is going to
happen one way or another, but it is more a matter of knowing how to handle it effectively when it
arises. Healthy relationships are required for business growth, so don’t sit idle when there are
connections that need to be mended.

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Rewards:

Most people function best when offered some form of reward for their efforts. Obviously, a pay
check is a natural reward in a work setting, but you often need to go beyond just a salary in order to
get the best from your people.
When you are asking your teams to work hard for the good of the organization as a whole, those
people need to feel invested in some way in their work. If all of the profits and accolades are going
to ownership and upper management, what motivation is there for the rest of the team to work hard
day in and day out? Creating a structure of worthy rewards is one of the most important things
managers can do to develop a positive culture that runs from top to bottom in the business.

Leadership:

Speaking of a positive culture, leadership is another important piece of the organizational puzzle.
When you have strong leadership in place, it helps everyone else go about their work each day with
a sense of confidence and purpose. Of course, it should be noted that strong leadership doesn’t have
to mean ruling the company ‘with an iron fist’. Rather, it is often better to be an understanding and
caring leader, working as a part of the team rather than being removed from it in a distant corner
office.

Helpful Mechanisms:

Having in place the technologies and other pieces of the puzzle that make the organization work is
essential to your success. These mechanisms are certain to change over time as technology
improves and markets advance accordingly, so you will want to stay on top of the things that you
are using to be efficient and competitive. What was once considered to be a ‘helpful mechanism’
could quickly fall out of date and become a liability to your business. Don’t just assume that
something which was once helpful is going to remain so for years to come – technology changes
quickly, and those companies that fail to keep up with it will usually wind up looking up at the
competition as it pulls away.

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Components Explanation Statement
Purpose It refers to the organization’s Do organizational members
mission and goals and the agree with and support the
extent to which the member of organization’s mission and
the organization accept, goals?
understand and support the
firm’s purpose
Structure It refer to the way in which the Is there a fit between the
organization is organized; this purpose and the internal
may be by function – where structure of the organization?
specialists work together – or
by product, program, or project
– where multi-skilled teams
work together. The aim of this
box is to understand if there is
a fit between the internal
structure and the purpose of the
company.
Relationships Relationships focus on who What types of relations exist
should deal with whom about between individuals, between
what and what the quality of departments, and between
those relationships is. There are individuals and the nature of
three main types of work their jobs? Is their
relationships: between people, interdependence? What is the
between work units doing quality of relations? What are
different tasks, and between the modes of conflict?
people and the technology they
are using.
Rewards Rewards are the intrinsic and What does the organization
extrinsic rewards people formally reward, and for what
associate with their work. It is do organizational members feel
important to compare the they are rewarded and

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 organizational formal rewards punished? What does the
and the perceived reward by organization need to do to fit
the employees. with the environment?
Helpful Mechanism Helpful mechanisms are the Do leaders define purposes? Do
planning, controlling, they embody purposes in their
budgeting, and information programs? What is the
systems that serve to meet normative style of leadership?
organizational goals.
Leadership The leadership box refers to Do these mechanisms help or
typical leadership tasks, hinder the accomplishment of
including the balance between organizational objectives?
the other boxes – hence it is
intentionally positioned in the
center of the model.

2.6 Summary:

In the Literature review numbers of books websites and journals referred are been explained. There
are different models explained in literature review like Leavitt’s model, Nadler and Tushman’s
congruence model, McKinsey 7s model, Burke-Litwin model, Weisbord’s Six-Box Model. In this
chapter we are focussing on the Six Box Model various components of this model is been explained
and what are the statement of the component.

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 Chapter III. RESEARCH METHODOLOGY

3.1 Research Design

Research is combination of Qualitative and Quantitative in nature with respect to the survey taken
with the employees working in Team management Services.

This research is expressed in the form of pie charts and an explanation is given in order to
understand the level of whether the employees are happy working in the Organization.
Qualitative Data is the data that approximates or characterizes and measures the attributes,
characteristics, properties of a particular survey or research.

Quantitative Data is the data that gives us information about quantities, i.e. information that can be
measured and recorded.

The Organizational Diagnosis Questionnaire (Preziosi, 1980) was distributed to the employee with
the help of google form.
The questionnaire was mainly based on the Weisbord Six- Box model. Preziosi (1980) just added a
new box called attitude toward change.

3.2 Data Collection Methods

The Data for the research is collected through both primary and secondary sources with major
emphasis of Secondary Data Collection methods.

1) Primary Data: Primary Data is collected by taking the views of the respondents in the
organizations (Team management Services) and through that survey it helped us or the Diagnosis of
the organization.

2) Secondary Data: Secondary Data is collected by means of Books, Websites, Articles, and
Journals etc.

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3.3 Statistical Tools Used
Each question from the survey is further explained with the help of calculating its average and
simple pie chart with an explanation.

3.4 Summary:

In this 3rd chapter we have studied the primary and secondary data and how it is been collected
based on their varied sources. The insight and findings of this chapter will be explained in depth in
the next chapter i.e. the 4th chapter to understand the study in a precise manner.

Chapter IV Findings and Discussion

The questionnaire consists of 35 questions and each question is related with one of the seven
components. Refer below table.

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Components Statement

Purpose 1-The goals of this organization are clearly stated.

8 -I am personally in agreement with the stated
goals of my work unit.
15- I understand the purpose of this organization.
22- The priorities of this organization were
understood by its employees.
29 - I had enough input in deciding my work-unit
goals

Structure 2- The division of labour of this organization is

flexible.
9 - The division of labour in this organization is
intended to help it reach its goals.
16- The manner in which work tasks are divided is a
logical one.
23 - The structure of my work unit is well designed.
30- The division of labour in this organization
actually helps it to reach its goals

Relationship 4- My relationship with my supervisor was a

Harmonious one.
11- I can always talk with someone at work if I have
a work-related problem.
18- My relationships with members of my work
group are friendly as well as professional.
25- I have established the relationships that I need to
do my job properly.
32- There is no evidence of unresolved conflict in
this organization

Rewards 5- My job offers me the opportunity to grow as a

person.
12- The pay scale and benefits of this organization
treat each employee equitably.
19 - The opportunity for promotion exists in this
organization.
26 - The salary that I receive is commensurate with

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 the job that I perform.
33 - All tasks to be accomplished are associated with
incentives

Helpful mechanism 6- My immediate supervisor has ideas that are

helpful to me and my work group.
13-I have the information that I need to do a good
job.
20- This organization has adequate mechanisms for
binding itself together.
27- Other work units are helpful to my work unit
whenever assistance is requested.
34- This organization’s planning and control efforts
are helpful to its growth and development

Leadership 3- My immediate supervisor is supportive of my

efforts.
10 - The leadership norms of this organization help
its progress.
17- This organization’s leadership efforts result in
the organization’s fulfilment of its purposes.
24- It is clear to me whenever my boss is attempting
to guide my work efforts.
31- I understand my boss’s efforts to influence me
and the other members of the work unit

Attribute towards Change 7- This organization is not resistant to change.

14 - This organization introduces enough new
policies and procedures.
21- This organization favours change.
28- Occasionally I like to change things about my
job.
35- This organization has the ability to change

Fig. 4.1 Organizational Diagnosis Questionnaire

Respondents were asked to indicate their current views of their organization on a scale of 1 to 7,
where:

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1- Strongly agree
2- Agree
3- Agree slightly
4- Neutral
5-Disagree slightly
6-Disagree
7- Strongly disagree

After the data were collected, the arithmetic mean for each question and for each component was
calculated. According to Preziosi (1980), the results over 4 would indicate a problem with the
organizational function. The closer to 7, more severe will be the problem. Results under 4 shows
the absence of a problem, with an average close to 1 indicates optimal functioning. It is important
to analyze even the relationships between different components.

The results of the questionnaire analysis are necessary to understand what the employees think of
each component. To better understand the formal aspect, interviews were conducted with the
managers of each institution. The main questions that were asked were:
How clear are the company's goals? Are the goals written?
What type of organizational structure is used?
How are the conflicts solved? Do you have unsolved conflicts?
How does the reward system work?
Do they exist mechanism that helps the employees to achieve their objectives, like meetings,
manuals etc?
What is the normative style of leadership?

Each question from the survey is further explained with the help of simple percentage pie chart
And a brief explanation.

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 Fig. 4.2 Components of Organizational Diagnosis

We have added answers score against each question for every employee and made average against
each component.

Below I have given an Example for two employee Samiksha and Neha

Purpose

Question No. Samiksha Neha

1 5 2

8 4 4

15 4 3

22 3 2

29 2 3

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Total 18 14

Average 3.6 2.8

According, we have calculated average of each component, as given below.

Component Samiksha Neha

Purpose 3.6 2.8

Structure 3.4 2.6

Leadership 2.8 2.4

Relationship 1.6 2.4

Rewards 3.8 2.6

Helpful Mechanism 2 2

Attributes Towards Change 3 3.2

Total 20.2 18

Average 2.88 2.57

Organisation Score 2.72

Organizational Score is 2.72 which is less then 4 (neutral).So, According to data collected from
employee Samiksha and Neha Organization has absence of problem.

According to above data, no components (Purpose, Structure, Leadership, Relationship, Rewards,

Helpful Mechanism, Attributes towards Change) has scoreless then 4. So, there is no problem in
this components.
According to the average above given a Pie chart has been created of some employees of Team
Management Service.

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 Above graphs gives all employees survey details against each components.

Above graph represent average of all the components. It shows that reward section has scored 4.3
which is more than neutral. So organization has to improve in this section. Remaining’s all are
below 4. So there are absence of problem.

Summary: The above chapter has the survey conducted for the employees of Team Management
Services and calculated with the mean average of respondents. After the calculations it was

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formulated in a diagrammatic form that is Pie Chart. Also the findings that were observed by me
while conducting this survey in Medley Pharmaceuticals. The HR functions that are followed in the
company.

Chapter V. Findings and Implications

5.1 Findings:

According to report only rewards component has average score as 4.2 so organization has to focus
on these. They need to provide a rewards in terms of some incentive or bonus or performance
awards. So this can help the organization from improvement.

As per, six box model we have done a survey in Team Management services Employees of 35
questionnaire on the basis of that we calculated the average score is 3.0.So,employees has given a
positive feedback for organization. They are happy to work in organization environment.

5.2 Implications:

Increase productivity.
Job satisfaction help in increasing the productivity of the organization, if the employees are
satisfied with their job then they will yield more to the organization.

Employees will become concern about the superiority of their work.

When the employees are satisfied with their job they become more concern about their work and
they also realize the importance of their work.

Employee engagement and Customer satisfaction

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Employee engagement and customer satisfaction are intertwined which directly leads to financial
success of the organization. Engagement happens when employees truly and genuinely care about
their organization and this comes when they are completely satisfied and happy with their jobs (Job
satisfaction) which can be brought effectively by the HR managers working in the organization.
Systematic and successful employee engagement plans are very important to achieve greater
outcomes and achieve organizational goals for a long run.

5.3 Limitations:

Time Constraint: Employees of the organization were unwilling to give answers of the
questionnaire

VI .Conclusion

In Conclusion with the study of Organizational diagnosis it is important to develop and promote
organizational growth. One can build his or her career in the organization by engaging in the
projects allotted by the organization, if the organization truly cares for its employees. This will give
job satisfaction to the employees and thus build the organization as a whole. The results of the
study showed that the mean of each element was less than four (the neutral point), so in these
organization there does not exist serious problems regarding work division, clarity of organizational
goals, leadership style, reward system, conflicts between individuals and working units, helpful
mechanisms and ability to change.

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Reference:

http://www.ijesrt.com/issues%20pdf%20file/Archive-2016/July-2016/64.pdf
Increasing Organizational effectiveness through Organizational Diagnosis.

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Weisbord, M. (1978). Organizational Diagnosis: A workbook of Theory and Practice. Basic Books

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is
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