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Grand Prairie fortis health insurance temporaryFRAMEWORK FOR ORGANIZATIONAL DIAGNOSIS Translating strategy into action requires discipline. The concept for moving from strategy to action is organizational diagnosis, that is, the systematic assessment and alignment of organizational practices with business goals. In the three cases at the beginning of the chapter, HR professionals at Engcon, Frontier, and Cooper & Lybrand were asked to create Grand Prairie fortis health insurance temporary organizations that accomplish strategies. To do so required that they create processes for organizational diagnosis that allowed them to audit their organizations strengths and weaknesses and then to work to improve areas of weakness uncovered. The concept of organizational diagnosis may be new to organizational process, but it is not new within Grand Prairie fortis health insurance temporary organizations. When financial their organizations strengths and weaknesses and then to work to improve areas of weakness uncovered. The concept of organizational diagnosis may be new to organizational process, but it is not new within organizations. When financial professionals examine a business’s financial processes, they are doing a financial audit. The HR parallel to the financial audit is the organizational audit. In financial audits, experts systematically asses the management of Grand Prairie fortis health insurance temporary financial issues (for example, receivables, payables, inventories, turnover, and so on); they then recommend ways to improve financial processes. In an organizational audit, organizational systems and processes are examined with the goal of improving them for the better achievement of strategic goals. A complete organizational diagnosis requires four steps, HR professionals who are strategic partners ensure that these steps are accomplished by HR professionals working with their clients, he line managers. 1. Define an organizational architecture. 2. Create an assessment process. 3. Provide leadership for improvement of practices. 4. Set priorities. Step 1: Define an Organizational Architecture Organizational consultant David Nadler and his associates, with straightforward logic, use an architecture metaphor to describe the systems that exist within an organization. Organizations, like buildings, have numerous systems. Organizational architecture specifies the systems that constitute organizations. The ability to design, integrate, and operate these systems is the essence of effective Grand Prairie fortis health insurance temporary organizations. Numerous frameworks or architectures have been used to describe how organizations operate. Jay Galbraith’s star organization model defines five essential factors within organizations: strategy, structure, rewards, processes, and systems. The 7-S organization framework used by McKinsey & Company uses seven elements: strategy, structure, systems, staff, style, skills, and superordinate goals (shared values). The U.S. Department of Commerce uses an organizational architecture to define its Malcomb Baldrige award for quality. To undertake an organizational diagnosis, HR professionals must begin with a clear architecture that defines their organization’s systems and processes. In some ways, it matters less what Grand Prairie fortis health insurance temporary architecture is used and more that an architecture is articulated. The architecture keeps HR professionals and their clients from taking a myopic view of the organization’s systems. Without an architecture that defines the multiple systems within an organization, for example, management might assume that organization equals structure; but this formulation would fail to account for the other essential elements of an organizational infrastructure. When financial audits are done, they follow an architecture that defines the essential financial processes within a business. Organizational audits, likewise, must follow an architecture. …Continued in Grand Prairie group employee benefit |
