Article citationsMore>>

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.

has been cited by the following article:

• TITLE: The Art of Organizational Diagnosis: Pathogens and Remedies

  AUTHORS: Bilal Bin Saeed, Wenbin Wang

  KEYWORDS: Organizational Health; Organizational Pathology; Organizational Diseases; Organizational Diagnosis

  JOURNAL NAME: iBusiness, Vol.5 No.2, June 27, 2013

  ABSTRACT: 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.