The Art of Organizational Diagnosis: Pathogens and Remedies


Organizational diagnosis is the process of diagnosing an organizational health, finding pathogens if any and finally removing those pathogens through some corrective actions. In order to perform an effective diagnosis, the first step is to identify the organization’s health types. In this paper we propose three basic states of an organization with respect to the health of the organization. These three states in which an organization can be at any point of time are performing, stable and disarranged. Every state has its own characteristics, which can be measured through the extended diagnostic model. Based on those measurements diagnostician can classify an organization to be in one of the states. Finally the diagnostician suggests corrective actions for the stable or disarranged states to move the organization to the performing state.

Share and Cite:

B. Saeed and W. Wang, "The Art of Organizational Diagnosis: Pathogens and Remedies," iBusiness, Vol. 5 No. 2, 2013, pp. 55-58. doi: 10.4236/ib.2013.52006.

Conflicts of Interest

The authors declare no conflicts of interest.


[1] S. Beer, “The Heart of Enterprise,” John Wiley & Sons, Chichester, 1994.
[2] C. P. Alderfer, “Boundary Relations and Organizational Diagnosis,” Humanizing Organizational Behavior, Vol. 142, 1976, p. 175.
[3] A. Langley and J.-L. Denis, “Neglected Dimensions of Organizational Change: Towards a Situated View,” New Perspectives on Organizational Change and Learning, Vol. 1, 2006, pp. 136-159.
[4] D. R. Brown and D. F. Harvey, “An Experiential Approach to Organization Development,” Prentice Hall, 2006.
[5] A. A. Armenakis, K. W. Mossholder and S. G. Harris, “Diagnostic Bias in Organizational Consultation,” Omega, Vol. 18, No. 6, 1990, pp. 563-572. doi:10.1016/0305-0483(90)90048-E
[6] J. A. Di Pofi, “Organizational Diagnostics: Integrating Qualitative and Quantitative Methodology,” Journal of Organizational Change Management, Vol. 15, No. 2, 2002, pp. 156-168. doi:10.1108/09534810210423053
[7] P. M. Senge, “The Fifth Discipline,” Currency Doubleday, New York, 2006.
[8] S. C. Goh, “Improving Organizational Learning Capability: Lessons from Two Case Studies,” The Learning Organization, Vol. 10, No. 4, 2003, pp. 216-227. doi:10.1108/09696470310476981
[9] B. Wooldridge and S. W. Floyd, “Research Notes and Communications Strategic Process Effects on Consensus,” Strategic Management Journal, Vol. 10, No. 3, 2006, pp. 295-302. doi:10.1002/smj.4250100308
[10] V. Govindarajan and J. Fisher, “Strategy, Control Systems, and Resource Sharing: Effects on Business-Unit Performance,” Academy of Management Journal, Vol. 33, No. 2, 1990, pp. 259-285. doi:10.2307/256325
[11] F. T. Mavondo, “Environment and Strategy as Antecedents for Marketing Effectiveness and Organizational Performance,” Journal of Strategic Marketing, Vol. 7, No. 4, 1999, pp. 237-250. doi:10.1080/096525499346350
[12] K. P. McCormack and W. C. Johnson, “Business Process Orientation: Gaining the E-Business Competitive Advantage,” CRC Press, Boca Raton, 2001. doi:10.1201/9781420025569
[13] Q. Hao, H. Kasper and J. Muehlbacher, “How Does Organizational Structure Influence Performance through Learning and Innovation in Austria and China,” Chinese Management Studies, Vol. 6, No. 1, 2012, pp. 36-52. doi:10.1108/17506141211213717
[14] F. A. Csaszar, “Organizational Structure as a Determinant of Performance: Evidence from Mutual Funds,” Strategic Management Journal, Vol. 33, No. 6, 2012, pp. 611-632. doi:10.1002/smj.1969
[15] J. V. Gallos, “Organization Development: A Jossey-Bass Reader,” Jossey-Bass, Montgomery, 2006.
[16] D. Bartram, I. T. Robertson and M. Callinan, “Introduction: A Framework for Examining Organizational Effectiveness,” In: I. T. Robertson, M. Callinan and D. Bartram, Eds., Organizational Effectiveness: The Role of Psychology, Wiley, Hoboken, 2008, pp. 1-10.
[17] M. Beer, “Developing an Effective Organization: Intervention Method, Empirical Evidence, and Theory,” Research in Organizational Change and Development, Vol. 19, 2011, pp. 1-54. doi:10.1108/S0897-3016(2011)0000019004
[18] B. Schyns and J. Schilling, “How Bad Are the Effects of Bad Leaders? A Meta-Analysis of Destructive Leadership and Its Outcomes,” The Leadership Quarterly, Vol. 24, No. 1, 2012, pp. 138-158.
[19] A. Inkpen and N. Choudhury, “The Seeking of Strategy Where It Is Not: Towards a Theory of Strategy Absence,” Strategic Management Journal, Vol. 16, No. 4, 2006, pp. 313-323. doi:10.1002/smj.4250160405
[20] R. J. Marshak and D. Grant, “Organizational Discourse and New Organization Development Practices,” British Journal of Management, Vol. 19, No. S1, 2008, pp. S7-S19. doi:10.1111/j.1467-8551.2008.00567.x

Copyright © 2023 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.