组织诊断的模型大全Organizational Diagnostic Models.pdfVIP

HR Intelligence Report Organizational Diagnostic Models A Review Synthesis 1 You can e-mail us at: info@ for general information. Telephone Call us toll-free at 1-888-244-1594 Mail We also welcome you to contact us at our Headquarters based in California. Leadersphere, Inc. 5960 South Land Park Drive # 202 Sacramento, CA 95822 2008 (Revised) Leadersphere, Inc. All Rights Reserved. 2 Introduction The purpose of this review is to examine several organizational diagnostic models which have been conceptualized in the research literature, including the Organizational Intelligence Model (Falletta, 2008). In order to understand these models, a brief explanation of organizational diagnosis is warranted. Lastly, causal modeling procedures such as path analysis and structural equations modeling are examined in this review as techniques for assessing the validity of organizational models. The Notion of Organizational Diagnosis Many organization development (OD) strategies exist for improving an organization’s effectiveness (Beer Spector, 1993; Cummings Worley, 1993; Rothwell Sredl, 1992). One of these strategies, organizational diagnosis, involves “diagnosing,” or assessing, an organization’s current level of functioning in order to design appropriate change interventions. The concept of diagnosis in organization development is used in a manner similar to the medical model. For example, the physician conducts tests, collects vital information on the human system, and evaluates this information to prescribe a course of treatment. Likewise, the organizational diagnostician uses specialized procedures to collect vital information about the organization, to analyze this information, and to design appropriate