Analyzing and Developing a Diagnostic Process

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Table of Contents

Introduction
Definition of the Diagnostic Process
Information analysis and interpretation
The Diagnostic Models
Conclusion
References

Introduction

Analyzing and developing a relevant diagnostic process is crucial for any organization (Janićijević, 2010). This essay provided the definition of the diagnostic process and descriptions and analysis of the importance of the diagnostic process in the organization’s development and sustainability.

Definition of the Diagnostic Process

The purpose of the diagnostic process is to evaluate the current condition of the organization, discover the problems’ origins, collect and analyze the information related to the situation in the organization (Brown, 2011). Establishing and proving the relevancy of the selected ways to solve the problem are also the goals of the phenomenon. Moreover, organizational change is essential since it can increase the company’s efficiency (Janićijević, 2010). There are several aspects, which are critical while conducting the diagnosis. Firstly, it has to be simple, visible, and address the most important factors, which are vital for further strategy development. Furthermore, the estimation and the implementation have to be urgently made (Brown, 2011). All the factors described above present the main aspects, which form the definition of the diagnostic process.

Information analysis and interpretation

It can be said, that the diagnostic process is complex. It consists of multiple stages, which tend to repeat: information collection, determination of the key issues, interpretation of results, and introduction of possible solutions and actions (Brown, 2011).

Gathering information is the first stage in the diagnostic process. Firstly, the preliminary analysis of data collection is displayed; this stage helps to identify the strategic objectives of the information process. Secondly, the essential variables are identified, and the data collection procedure specifies superior sources of information (Brown, 2011). After that, the origin of the matter defines the information acquiring technique. Secondary and primary sources of data are used.

After the information collection and definition of the primary factors, the next stage is the information analysis. It has to be mentioned, “Cost-effective data collection is an important methodological issue for small and medium enterprise (SME) researchers” (Newby, Watson, & Woodliff, 2003, p.163). Consequently, there are some specific characteristics, which define the data’s effectiveness: validity, time consumption to collect information, and cultural aspects.

The Diagnostic Models

The diagnostic model can be defined as, “a model of an organization that identifies its main components and relations between them” (Janićijević, 2010). There are three versions of the diagnostic models: “differentiation-integration model”, “socio-technical systems”, and “force-field analysis” (Brown, 2011, p.129). The goal of the differentiation integration model is to do the diagnostics inside the company. In turn, the socio-technical system provides the exploration of the interdependence between social and technical processes in the organization. Finally, the force-field analysis determines whether there are an equilibrium between “restraining” and “driving” forces (Brown, 2011, p.131).

Conclusion

In conclusion, it can be said, that the diagnostic process is pivotal for the company’s sustainability and development. The diagnosis helps to reveal the major issues of the organization and offers a relevant strategy development to increase the efficiency of the company. Firstly, it is crucial to determine the core problem and collect the necessary data. However, it is critical to evaluate data’s effectiveness and cost-efficiency. Validity and reliability standards have to be met. Additionally, various models are used in the diagnostic process; they respond to the different purposes and show the interdependence between the variables.

References

Brown, D. (2011). An Experiential Approach to Organization Development. Upper Saddle River, NJ: Prentice Hall.

Janićijević, N. (2010). Business Processes in Organizational Diagnosis. Management, 15(2), 85-106.

Newby, R., Watson, J., & Woodliff, D. (2003). SME Survey Methodology: Response Rates, Data Quality, and Cost Effectiveness. Entrepreneurship: Theory and Practice, 28(2), 163-172.

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Analyzing and Developing a Diagnostic Process

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