Diagnosing Groups and Jobs

Learning Objectivesfor Chapter Six

O To clarify the concepts of group and job level diagnosis

O To define diagnosis and to explain how the diagnostic process discovers the underlying causes of problems at the group and job level of analysis

O To present an open systems diagnostic model for group and job levels

Goal Clarity

Task GroupStructure Functioning

Group PerformanceComposition Norms

Group-Level Diagnostic Model

Inputs Design Components Outputs

OrganizationDesign

GroupEffectiveness

Group-Level Design Components

OGoal ClarityOextent to which group understands its

objectivesOTask Structure

O the way the group’s work is designedOTeam Functioning

O the quality of group dynamics among members

OGroup CompositionO the characteristics of group members

OPerformance NormsO the unwritten rules that govern behavior

Group-Level OutputsO Product or Service QualityO Productivity

O e.g., cost/member, number of decisions

O Team CohesivenessO e.g., commitment to group and

organizationO Work Satisfaction

Skill Variety

Task Identity Autonomy

Task Feedback Significance about Results

Individual-Level Diagnostic Model

Inputs Design Components Outputs

OrganizationDesign

Group Design

PersonalTraits

IndividualEffectiveness

Individual-Level Design Components

OSkill VarietyOThe range of activities and abilities

required for task completionOTask Identity

OThe ability to see a “whole” piece of workOTask Significance

OThe impact of work on othersOAutonomy

OThe amount of freedom and discretionOFeedback about Results

OKnowledge of task performance outcomes

Individual-Level Outputs

O PerformanceO e.g., cost/unit, service/product quality

O AbsenteeismO Job Satisfaction

O e.g., internal motivationO Personal Development

O e.g., growth in skills, knowledge, and self