Diagnosing Organizations: Methods, Models, and Processes (Applied Social Research Methods) [Paperback]

Michael I. Harrison (Author)

Book Description

Publication Date: March 15, 1994 | ISBN-10: 0803956452 | ISBN-13: 978-0803956452 | Edition: 2

How can organizations handle the opportunities and threats posed by rapidly changing markets and external conditions? How can they improve their overall effectiveness? The Second Edition of this popular book contains up-to-date treatments of techniques and models for diagnosing how organizations deal with challenges like these. The book also shows how consultants and applied researchers can help managers find ways to enhance organizational effectiveness. Completely revised, this edition presents the most recent techniques for gathering and analyzing diagnostic data, covers models and methods for diagnosing organizational designs, everyday practices, fits among organizational components, organizational politics and power relations, and explores the ethical and political dilemmas of consulting and diagnosis. The book retains its original coverage of the process of working with members of a client organization to plan and administer a diagnostic study and communicate its results. It also continues to focus on group processes and the quality of working life.

Editorial Reviews

About the Author

Michael I. Harrison is an internationally known scholar of organizations and health systems. He is Senior Research Scientist at the Agency for Healthcare Research and Quality in Rockville, Maryland. He holds a doctorate in sociology from the University of Michigan. He has been a faculty member at the State University of New York at Stony Brook and Bar-Ilan University in Israel, a visiting professor at the School of Management at Boston College, and a visiting scholar at Brandeis University, Georgetown University, Harvard Business School, and the Nordic School of Public Health. He has worked as a consultant and conducted research in businesses, services, government organizations, worker-managed cooperatives, and voluntary groups. His publications include Organizational Diagnosis and Assessment: Bridging Theory and Practice (with A. Shirom; Sage, 1999) and Implementing Change in Health Systems: Market Reforms in the United Kingdom, Sweden, and the Netherlands (Sage, 2004).

Product Details

• Paperback: 192 pages
• Publisher: Sage Publications, Inc; 2 edition (March 15, 1994)
• Language: English
• ISBN-10: 0803956452
• ISBN-13: 978-0803956452
• Product Dimensions: 8.6 x 5.6 x 0.5 inches
• Shipping Weight: 8.8 ounces
• Average Customer Review: 3.0 out of 5 stars  See all reviews (3 customer reviews)
• Amazon Best Sellers Rank: #2,734,831 in Books (See Top 100 in Books)

More About the Author

Michael I. Harrison, PhD, Senior Research Scientist at the Agency for Healthcare Research and Quality, leads the Agency's Health System Design activities (http://www.ahrq.gov/qual/systemdesign.htm). He manages implementation projects and conducts research on organizational change, process redesign, and implementing health information technology. He holds a doctorate in Sociology from the University of Michigan. He has been a professor at SUNY-- Stony Brook, Bar Ilan University, Boston College, and Haifa University; and a visiting scholar at Brandeis University, Harvard Business School, and the Nordic School of Public Health. He has worked as a consultant and conducted research in healthcare, manufacturing, transportation, military, educational, and voluntary organizations. His publications include papers in leading social science, management, and health services journals.

Customer Reviews

Most Helpful Customer Reviews

28 of 29 people found the following review helpful:

3.0 out of 5 stars Diagnosing Organizations - A step by step approach, May 1, 2000

By A Customer

This review is from: Diagnosing Organizations: Methods, Models, and Processes (Applied Social Research Methods) (Paperback)

Michael Harrison's book Diagnosing Organizations Methods, Models and Processes, is just that, a book that explains and gives a format for consultants to utilize while diagnosing an organization. Harrison's approach is more academic in nature and is very detailed. The methodology used in Harrison's book is meant to equip a consultant with the necessary information, tactics, and tools to best complete an organizational diagnosis accurately. The methodology Harrison puts forth is also designed to aide the consultant to be able to provide the client with clear, objective, valid and reliable data and information regarding (but not limited to) various existing work functions, the working environment and employee morale. Thus, in order to be able to come to a point of understanding of where exactly the organization is at today and to strategize what needs changed. In addition to, how the consultant can effectively create such an organizational change to help the clients get to tomorrow. Throughout his book, Harrison stresses the importance of the role of the consultant. A consultant might be called in for many reasons. The client organization might seek to use the diagnosis as an independent or "outside" resource for evaluating organizational work functions, existing programs, or as a means to carry out organizational change. The consultant's job is very broad, especially in relation to assisting the client with implementing organizational change. It is very important for the consultant and the client to have an open and communicative relationship and to agree upon the terms of the relationship and contract at the very first meeting or initial contract agreement. It must be understood that in order to perform his or her job to their best abilities the client must trust and support the consultant and the consultant reserves the right to end the diagnosis at any time for any reason (withholding information or not collaborating with the consultant are examples). Harrison uses the open systems model of diagnosis as a means for the consultant to evaluate the entire organization. The open systems model is a method that views the organization in an objective manner and attempts to interpret organizational activities without focusing on the political powers that might exist within the organization. This model encourages consultants to examine every aspect of the client's organizational functions and for the consultant to look beyond the problems presented and addressed by the client. The open systems model evaluates the condition of the client's inputs, outputs, goals, strategies, culture and other important facets of the organizational process. By examining every aspect of the organization, the consultant can better understand the origins of the problems and design methods to effectively accommodate change. The diagnostic process itself is broken down into three key steps. The first step in the process is to identify how the study will be conducted and what type of relationship will exist between the client and the consultant. As mentioned previously, it is of utmost importance that the client and the consultant reach an agreement that is amicable for both parties before any work begins. The second phase in the process deals with the how the consultant's view on how the diagnosis should proceed taking into account the client's concerns and timeline. The third step in the process entails the various scientific and analytical methods of data collection and analysis. Harrison explains that these three steps do not necessarily have to be completed in the order listed, but should always be present in any organizational diagnosis to ensure accuracy.

Harrison stresses that the role of a consultant is not to tell the client what they want to hear. At the same time, nor is it the consultant's place to use the client's organizational problems as a platform for his own research ideas or interests. Rather, a good consultant will listen to what the client expresses as their concerns, set those concerns aside and go about the organizational diagnosis to get a true concept of where the organization is and see if it adds up to the client's original statements of concern. Yet, at the same time, the consultant must keep the client's needs in mind throughout the entire diagnostic process and also not let the client's needs compromise the scientific method utilized in the collection and analysis of data. The dynamics of the individual to the group, the group to the organization and the individual to the organization are examined throughout the book. By analyzing these perspectives a description of the working relationship that each group within the organization can be understood in addition to the effects each group has upon the others. The descriptions and various information that the consultant gathers during personal interviews, observation and other methods can then be used as an informational tool to show how and what motivates employees to perform in addition to how various groups and their interactions with each other might be causing organizational dysfunction. Harrison also examines the distribution of power amongst groups in the organization in relation to how that power is used to effectively turn resources into services or products. Often, groups within an organization may not possess the power to fully achieve their objectives or tasks while other groups in the same organization might abuse or neglect their power indicating too much power might have been given to said group. The analysis of power distribution goes much further than just the hierarchy of the organization and can tell the consultant a great deal. However, this is often one of the more "touchy" and difficult areas to assess. It is critical that the client is willing to endure the analysis of the power distribution and to hear the consultant out in relation to his findings. Ultimately, a redistribution of power might be suggested to improve work effectiveness of the divisions and organization to create a more efficient organization. Yet, this very discussion makes many clients nervous for a redistribution of power is much more than shifting power and responsibilities. The client and consultant also must take into account the psychological factors that accompany power and empowerment and the taking away of power from individuals or a group. I found the case nine example on page 99 of the text very easy to identify with in relation to power relationships and it also helped me begin thinking and analyzing my place of employment more. Strengths and Weaknesses of the Book: Harrison's book, Diagnosing Organizations Methods, Models and Processes, provides details and examples for what seems might be every case scenario that a consultant could face. His examples give the reader a better understanding of the open systems model in addition to applicable case scenarios to transfer the theoretical into practice. Harrison's focus on the "macro" organizational elements of environment, organizational structure, technology, goals and strategies, inputs and outputs rather than the traditional low morale, or high turnover was fascinating. By understanding how these macro or "underlying" elements work and effect the organization the consultant is able to derive the reasons for low employee morale or high turnover rates. This new way of looking at organizational problems and organizations as a whole is very enlightening.

5.0 out of 5 stars Research, December 4, 2011

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Juan Guaita "Book Quality" (Venezuela) - See all my reviews
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This review is from: Diagnosing Organizations: Methods, Models, and Processes (Applied Social Research Methods) (Paperback)

It's an excelent tool for my research project in the university. It have the knowledge we need to do a diagnosis for organization, epecially social. I'm glad to get this book.

2 of 5 people found the following review helpful:

1.0 out of 5 stars Written for Consultants, extremely dry., August 12, 2009

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Marshall Warren "PDMD" (Kansas, USA) - See all my reviews
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This review is from: Diagnosing Organizations: Methods, Models, and Processes (Applied Social Research Methods) (v. 8) (Hardcover)

If you are thinking about being a business consultant aimed at diagnosing organization's weaknesses and strengths, this would be a great book.

I, on the other hand, am just trying to get my MBA. I am anticipating that this book will have little-to-no relevance of application to what I will be doing, and thus meant that going through this book was not necessarily the best way to spend my time.

Also, the book seemed to have been written by someone with a Doctorate in English, as the book used very verbose verbiage. (<-- Like that.) But, then again, I'm more of a simple guy. I understand the words, just felt that the book could have been about 10x easier to read if the author had tried to make the language of the book somewhat meet the reality of how people actually talk today.