Diagnostic approach

At the core of the diagnostic approach often referred to as descriptive-improving approach, are methods developed in the classical school, in particular elemental analysis of F. Taylor and organized activity cycle of H. Le'Châtelier.

Diagnostic analysis method steps

• Determine the subject of the study - a description of all components of the organization, which will be tested
• Registering facts - performed by appropriate methods (interviews, analysis, documentation, surveys, experiments, measurements)
• The analysis of the facts - prospecting and exploring opportunities for improvement

Use of diagnostic analysis method

The diagnostic analysis is to compare the current state of the organization with the desired state reflected in the minds of management. Deviation of the actual from the desired condition is a problem to be solved. Example sources of problems: man, machine, information system, processes and ways of doing work, etc.

Tasks of managers during diagnostic analysis

The main task of the organizer during the diagnostic analysis is to identify the causes of problems, because after that they can point to identify opportunities for improvement

Methods used for reasoning: brainstorming, 5W method, Ishikawa chart, etc. The key to effective causal analysis is to answer the question why something is wrong with the organization?

Diagnostic analysis method - creating design solutions phase: Involves crafting action plan based on the best solution to removal of problem and its causes. Managers should always consider several alternatives, evaluate them, and then choose the best and decide on its implementation.

Steps for implementation of the proposed solution

• Develop an implementation plan (objectives, schedule, scope of duties and responsibilities)
• Prepare conditions and measures necessary for the implementation of the project (budgeting)
• Implementing projected changes (operational control methods),
• Monitoring of the implementation and the results achieved (performance indicators)

See also::

• System approach

Examples of Diagnostic approach

• The elemental analysis of F. Taylor is an example of a diagnostic approach. It involves breaking down a process into its basic elements in order to better understand how it works and how it can be improved.
• The organized activity cycle of H. LeChâtelier is another example of a diagnostic approach. This method involves observing activities, analyzing the data collected during the observation and then making improvements based on the findings.
• The 5 Whys method is an example of a diagnostic approach. This technique involves asking a series of questions to identify the root cause of a problem.
• Process mapping is another example of a diagnostic approach. This involves creating a visual representation of a process to better understand it and identify areas for improvement.

Advantages of Diagnostic approach

The diagnostic approach provides several advantages in analyzing and improving the efficiency of a system:

• It allows for precise measurement of the productivity and effectiveness of a system.
• It focuses on the individual elements of a system, allowing for pinpointing of areas that need improvement.
• It provides a basis for understanding the root causes of inefficiencies and allows for their identification and correction.
• It facilitates the understanding of the relationships between the system components and their interactions.
• It encourages the development and implementation of corrective actions that are tailored to the individual system components.
• It allows for the identification of areas where improvements can be made without disrupting the overall performance of the system.

Limitations of Diagnostic approach

The diagnostic approach, often referred to as the descriptive-improving approach, has certain limitations. These include:

• The reliance on the classical school of management theory, which ignores the complexities of modern organizations.
• The lack of a dynamic approach, which fails to take into account the constantly changing nature of the workplace.
• The narrow focus on the individual worker, which ignores the role of teams and other social dynamics in an organization.
• The lack of an integrated approach, which fails to address the interconnections between different aspects of the work environment.
• The reliance on quantitative data, which can be difficult to interpret in a meaningful way.
• The lack of a holistic view, which fails to consider the wider implications of any changes that may be made.

Other approaches related to Diagnostic approach

The Diagnostic approach is closely related to other approaches such as:

• The Behavioral approach, which focuses on the behavior of individuals in the workplace and how it affects productivity. It looks at how individual behaviors can be modified to improve overall performance.
• The Systematic approach, which focuses on the entire system and how each individual component affects the whole. It looks at how each element of the system can be optimized to improve the system as a whole.
• The System Dynamics approach, which looks at how changes in one part of a system can affect the whole. It seeks to understand how interventions in one area can have ripple effects throughout the system.

In summary, the Diagnostic approach is closely related to other approaches such as the Behavioral approach, the Systematic approach, and the System Dynamics approach. All of these approaches focus on understanding the system as a whole and how individual elements can be optimized to improve the overall performance.

Diagnostic approach — recommended articles

Descriptive model — 7 quality tools — DMAIC methodology — Interrelationship diagram — Double loop learning — Levels of learning — Learning map — Effectiveness of training — Deming wheel

References

• Bowey, A. M. (1980). 7 Approaches to organization theory. Organizations as systems, 77.
• Gordon, J. R. (1987). A diagnostic approach to organizational behavior. Boston: Allyn and Bacon.