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Organizational Diagnosis

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Many organization face recurrent problems, productivity decreases, unmotivated personnel, inefficiency in processes, or other undesirable situations.   Executives often start action plans based on the observed symptoms but cannot solve the problems since their solutions do not reach the roots of the problem.  Organizational diagnosis permits, through utilization of an organizational research model, to reach the true causes of existing problems, enabling corrective actions, and permanent improvement.

This web page presents a few types of diagnosis done by iTransform.  All our diagnosis are designed and adjusted to the particular situation of each company.

• Identification of root problems

• Organizational climate, satisfaction and commitment

• Human productivity standars

     Identification of Root Problems

An important number of business problems are manifested through symptoms. The managerial response to those observable symptoms typically is to start actions to overcome them but not the cause.  For example, a problem might manifest through employee absenteeism.  The reaction could be to establish plans to solve it, yet the causes may be varied.  The absenteeism symptom might be decreased, but if the root cause is not discovered and faced, the real problem will manifest through other symptoms soon.  The identification of root problems is aimed to reaching the main cause in order to establish a permanent solution.

Reaching the problem root is vital for companies.  Time and resources can be saved, productivity losses decreased.  In addition, management can take timely control of aspects residing in the structure of organizational systems.  This enables improvement in productivity.  This process is better done with an external consultant who helps the company observe its problems from the “outside”.

Some actions for the identification of root problems include:

• Training on organizational systems

• Identification of problem situations at different levels using systems thinking tools

• Cause-effect analysis

• Identification of actions for the permanent solution of root problems

     Organizational Climate, Satisfaction and Commitment

The diagnosis of organizational climate, work satisfaction, and commitment to the company stand out among the different sets of human resource indicators that can be tracked in organizations.   Organizational climate is the group of employees’ perceptions about their work environment.  Satisfaction refers to the contentment employees have about their job and their participation in the company.  Organizational commitment focuses on the bond that individuals have with their company and their future participation in it.

Climate, satisfaction and commitment are particularly important since they condition motivation and human productivity.  Research has shown a close connection of these factors to other variables such as employee turnover, absenteeism, work attitude, quality, performance, health and existence of negative conflicts.  Therefore, companies that monitor these areas have better chances to count on their people’s contribution to foster productivity and overall profitability.

We utilize, among other, the following instruments to transform climate, satisfaction and commitment:

• Periodic utilization of measuring instruments, specifically structured for each company, along with participative methodologies

• Definition of company wide and department goals for each area of study

• Transformation of existing and emergent factors that damage employee relations

     Human Productivity Standards

The measurement of individual and group performance is not always an easy task.  However, we can design instruments, norms and indicators for practically all productive activities where there is human intervention.

Setting productivity standards that allow for productivity monitoring is important since it is a correct information source to establish corrective and improvement plans at different levels.  Companies can identify and compare productivity in different units and among individuals, and utilize this information for the objective performance evaluation, for distribution of rewards, and to encourage employee productivity.

In order to set performance standards we use among other instruments:

• Setting of norms for activities and positions

• Definition of appropriate means to measure productive activities

• Participative design of performance goals

• Implementation of monitoring systems