Diagnostic Management

Merger and acquisition is the most popular means of diversifying into another industry to improve productivity, competitiveness and effectiveness. This decision can be viewed as the activity responsible for the growth and survival of the organization. In reality, unsuccessful organizations often launch their new change programs without considering the three points below:
Ø to reach consensus on which actions should be started, which should be stopped, and which should be continued in order for the organizational change process to begin
Ø to develop a consensual view of the current culture;
Ø to reach consensus of what change means and doesn’t mean
Consensus can be obtained from the result of examination or assessment of organization advantage through diagnostic activities. Diagnosing organizational system or culture is like a diagnosis your health status such as testing the blood, x-ray or general check up. Information needed such as portrait of the organization can be obtained from the activities of diagnostic management by ‘quick count’ approach.The overall process of diagnostic management can be summarized by answering these questions:
Where is the organization now?
What are the existing strengths factors now and what the dominant kind?
What does the organization want to go? Is it worthwhile?
What change action focus should be started, which should be stopped, and which should be continued?
What does the organization have process owner that plays a part in driving change?
How do you perceive your organizational congruence in order to cope with change?
How will the organization to get there?
Normally, diagnostic activities results can be followed up by means of crucial and valuable indicator so that not only focus on important and necessary things but also get things done systematically. Unfortunately, up to now, some organization, such as big or small company, public or private, leader or follower organization, high or low technology, profit or non profit organization, have not been conducted organizational performance measurement started from diagnostic management activities.

If a problem still simple, conduct and solve that problem through people perspective. If the problem not simple, increase and difficult permanently or continual or remain constant, conduct and solve that problem through system perspective. If the problem more complex, very heavy, often conflict occurred within organization and bad or late decision making, conduct and solve them through organization perspective. Eventually, if shared values and beliefs do not refer to the organization character or identity as soul of choice everything, conduct and solve that problem through culture perspective and shall be performed this perspective first. An organization today is most effectively viewed as a system – a set of interrelated parts functioning together to attain the objectives of the whole, including tangible assets and intangible assets. In the new economy, strategic resources no longer come out of the ground. The strategic resources are ideas and information that come out of our minds. Therefore, how to live a life of ease, happiness or stress and numbness; it’s a matter of choice. Currently, successful people tend to be viewed in terms of the three dimensions below:
To what extent of assets they have
How much power they utilize
To what extent of information they have and dominate
In reality, shared beliefs and values as the 4th dimension is often forgotten, although this dimension reflects soul of choice everything. The implementation of the 4th dimension will be live strength and dynamics as source of strength to construct an organizational culture.Within organization, shared values are source of strength, energy and motivation to make a meaningful or worthwhile decision and to change attitudes, and to give people the power to take action. Shared values shall support an organization in performing its mission and achieving its vision.The values shall also be leader (boss) for the member of the organization as the real source of strength. It’s only one boss as the highest level within organization; namely organization values built by the whole member of the organization. The objects of diagnostic activities should be conducted through system, people, organization or culture and could be performed independently and jointly such as operation function and human resource function or only diagnosing organizational culture. The evaluation of organization advantage on system, people, organization and culture can be described and grouped into 7 categories as follows:
Leadership
Strategic Planning
Customer & Market Focus
Measurement, Analysis and Knowledge Management
Workforce Focus
Process Management
Results
Categories 1-6 refer to process approach and category 1 refers to results approach The results of diagnostic activities shall be focused on system, people, organization and culture change implementation. In terms of management process function, this change tends to driving function & role of implementation.By changing the entire of the implementation role & order and in accordance with emotional & spiritual strength held, that means we have a passion for reaching the real competitive organization advantage in the bright future, harmonized and balanced. Through diagnostic management and its implementation, organization advantage improved could be identified easily the organization performance status and its advantage movement, such as good performance, industry leader or world class leader.
Consequently, it is flexible and easier for the leaders to drive choices of implementation role change so that the followers perceive their leadership as charismatic and excellent leader and having influence on theirs wisdom.