Organizational Diagnostics Strategy and Florida Department of Transport

OrganizationalDiagnostics Strategy and Florida Department of Transport

OrganizationalDiagnostic Strategy, the Case of Florida Department of Transport

Itis the dream of every organization to keep track of every developmentagendas as coined in its action and strategic plans to ensure thatany activity initiated terminates with the achievement of theprojected goals (Burke, 2013). As a result, businesses embark ondevelopment assessments or diagnostics using one of the many toolssuch as observation, surveys, benchmarking, focus groups, andtraining needs analysis (McLean, 2006). This paper focuses onobservation as a diagnostics tool used strategically to assessdevelopment progress it details the background and importance of theapproach and highlights how it can be employed in Florida Departmentof Transport.

ObservationStrategy and Importance

Accordingto Morgan (2006), observation is an important tool for anorganization development (OD) practitioner regarding diagnostic workaimed to verify the development position of a firm. The approachprovides insightful information about businesses and groupfunctioning, performance, and intervention success it serves as avital method of data collection for the process of diagnosis, a rolethat is part and parcel of the evaluation procedure of the OD work. In fact, observation is rated as the first approach in the process ofdiagnosis it is useful in all the triple-fold stages of OD i.e. thephase before the OD work, during the implementation of OD work, andafter the termination of OD work assignment (McLean, 2006).

Forinstance, an expert may decide to observe a group of clients in thecourse of their daily activities he or she arranges to meet theclientele, attends staff meetings, and follows interactions betweenthe administrators and workforce. Consequently, he or she can predictthe work climate indicators (formal, happy, informal, and tense amongothers), how an entity conducts business, and human resourcerelations (Coghlan, Rashford &amp de Figueiredo, 2015). With thatsaid, it is imperative to ask one question: what are the strengths ofusing observation as a diagnostic tool?

Themethod boasts of many advantages related to transparency, timesaving, flexibility, and cost-effectiveness these are primaryrequirements for OD assessments that target reliable results meant tobenefit an enterprise. Specifically, the design of observation doesnot allow any intervening party between the OD professional and whatis under scrutiny, it is, therefore, a bias-free and clear diagnosticstrategy. Besides, it can be used together with other assessmenttools to generate quality findings within a short time and at lowcosts hence, it is one of the most valued methods of OD examination(McLean, 2006).

ObservationStrategy and Florida Department of Transport

Atthis point it is clear that nearly all institutions need to includeobservation as an assessment tool and the Florida Department ofTransport is no exception given its involvement in a very busy sectorof the United States` transportation. Some indicators are availablereadily in this area if one knows where to view and what to make ofthe results the department requires the input of observation toverify rural accessibility, urban mobility, road network conditions,and the nature of governance present (Ferlie &amp Ongaro, 2015).

Conclusion

Observationis a critical tool for OD work assessment that provides insightfulinformation about businesses and group functioning, performance, andintervention success every organization that requires a bias-free,transparent, and fast results at low costs prioritize this method.

References

Burke,W. W. (2013).&nbspOrganizationchange: Theory and practice.New York: Sage Publications.

Coghlan,D., Rashford, N. S., &amp de Figueiredo, J. N.(2015).&nbspOrganizationalchange and strategy: An interlevel dynamics approach.Abingdon, UK: Routledge.

Ferlie,E., &amp Ongaro, E. (2015).&nbspStrategicmanagement in public services organizations: Concepts, schools andcontemporary issues.Abingdon, UK: Routledge.

McLean,G. (2006). OrganizationDevelopment: Principles, Processes, Performance. SanFrancisco, CA: Berrett âKoehler Publishers. ISBN: 1-57675-313-1

Morgan,G. (2006). Imagesof Organization.Thousand Oaks, CA:SagePublications.