KR20040101775A - Method of team diagnostic for performance diagnostic and atmosphere grasping of team - Google Patents

Abstract

PURPOSE: An organization diagnosis method through a questionnaire for diagnosing results of an organization and understanding an atmosphere of the organization is provided to understand entire atmosphere of a team or a department and find out factors of obstacles against the results by measuring the result of combination between internal and external factors through the questionnaire. CONSTITUTION: The internal factor of the organization is defined by including mind, a capability, and a role. The external factor of the organization is defined by including a goal and the result of the organization. Trust, challenge, and pride of organization members are measured by combining questionnaire items for the internal factor with a combination of the internal factors. A life/report, a strategy, and a process of the organization are measured by combining the questionnaire items for the external factor and the internal factor with the combination. A result reward of the members is measured by combining the questionnaire items for the external factor with the combination of the external factors.

Description

METHOOD OF TEAM DIAGNOSTIC FOR PERFORMANCE DIAGNOSTIC AND ATMOSPHERE GRASPING OF TEAM}

The present invention relates to an organization diagnosis method for team / department performance diagnosis and mood determination, and in particular, an organization for identifying team / department performance diagnosis and atmosphere for grasping the factors that perform in an organization's departments and the overall working atmosphere of the department. It is about a diagnostic method.

Since the primitive age, human ancestors have been hunting and gathering in groups. If mankind's ancestors rejected group life, mankind probably already went extinct long ago. Therefore, it is only natural that the basic human form of group life remains unchanged today.

Our society is made up of many different types of organizations, including businesses, public institutions, schools, hospitals, religious groups, and the military. These organizations are all made up of people, so the performance of an organization ultimately depends on the people who make up the organization. In this regard, each organization should and should pay great attention to the relationships between those who make up its organization. In particular, as the modern society goes deeper into the knowledge and information society, it is a common opinion of many futurists that almost all organizations have to be teamed. The focus of the organizational diagnosis should be to focus on teams or departments.

In the past, there was no way to grasp the overall mood of a team or department or to identify the performance factors of the team or department. Therefore, if a person who is assigned to a new team or department head by promotion is required to check the general atmosphere or the attitudes and behaviors of the team members regarding the work process, it takes a long time. there was.

An object of the present invention is to solve the above problems, by measuring the result of the combination of internal factors (mind, competency, role) and external factors (organizational goals, organizational performance) of the department through a questionnaire, In addition to understanding the general atmosphere of a team or department, it also provides an organizational diagnosis method to identify organizational performance and atmosphere to identify obstacles to team or department performance.

1 is a model diagram for explaining a method for diagnosing tissue for diagnosing the performance and atmosphere of an organization according to the present invention.

Figure 2 is a chart showing the details of the factors and the number of questions for each binding region by the tissue diagnostic method of the present invention

Figure 3 is a flow chart for tissue diagnosis model diagram and profile creation by the tissue diagnostic method of the present invention

4 and 5 are diagrams showing a tissue diagnosis model diagram according to the tissue diagnostic method of the present invention as an example

6 is a view showing an example of profile creation by the tissue diagnosis method of the present invention

<Description of Symbols for Main Parts of Drawings>

100: Internal Factors of the Organization 110: Mindset

120: role 130: competency

200: External factors of the organization 210: Organization (kim / department) goals

220: organization (team / department) performance

Tissue diagnosis method for organizational performance diagnosis and atmosphere grasp according to the present invention for achieving the above object,

Defining internal factors of the organization, including minds, competencies, and roles;

Defining external factors, including organizational goals and organizational performance;

Combining the questionnaire about the internal factors by a combination of the internal factors to measure the trust, challenge and pride of the members of the organization;

Combining the questionnaire questions about the internal factors with the question items of the external factors by a combination to measure the lifespan and reporting, strategies and processes of the organization; And

And combining the questionnaire questions regarding the external factors by a combination of the external factors to measure the performance compensation of the members of the organization.

The organization diagnosis method for diagnosing organizational performance and atmosphere is characterized by defining mind, competence, and role as a trinity factor of organizational performance.

The method for diagnosing the organization for diagnosing the performance of the organization and the atmosphere is characterized by estimating the degree of action of the above three factors based on the combination or combination of the three factors of mind, competence, and role.

The method of measuring the trust of the members of the organization is characterized by measuring the question asking for support, human relationship, role division by combining the questionnaire questions about the mind and the role.

The method of measuring the challenge spirit of the members of the organization is characterized by measuring the questions asking the work motivation, fun, team commitment, work commitment, job commitment by combining the questionnaire questions about the mind and the competency.

The step of measuring the pride of the members of the organization is characterized by measuring the question of the job satisfaction, work division, work support, work performance by combining the questionnaire questions about the competence and role.

The method for measuring the lifespan and reporting of the organization is characterized by measuring the question of policy life, goal sharing, decision making method, and interdepartmental cooperation by combining questionnaires about the internal factors and the organizational goals.

The method of measuring the strategy and process of the organization is characterized by measuring the question of organizational learning, physical and psychological environment, performance-oriented leadership, and work process by combining questionnaires about the internal factors and the organizational performance. .

The method of measuring performance compensation of the members of the organization is characterized by measuring the question of feedback and organizational culture by combining the questionnaire questions regarding the organizational goal and the organizational performance.

Each item is scored, and the average and standard deviation are calculated to calculate the standard score of the team members, thereby creating a tissue diagnosis model diagram and profile.

The standard score (T) of the team members is calculated by T = (individual score-total average) ÷ total standard deviation × 10 + 50.

In the organizational diagnosis model diagram, the inside of the team is formed of a plurality of types according to a combination of trust, challenge, and pride, and thus the name of the team is expressed differently.

Hereinafter, embodiments of the present invention will be described in more detail with reference to the accompanying drawings.

1 is a model schematically showing a method for diagnosing tissue for diagnosing organizational performance and atmosphere according to the present invention.

As shown in FIG. 1, the method for diagnosing tissue includes internal factors 100 of an organization (team or department) including a mind 110, a competency 120, and a role 130, and an organization goal 210. , An external factor 200 including team / departmental performance 220, a diagnostic questionnaire by combining the internal factors 100 and the internal factor 100 and the external factor ( The measurement is based on a diagnostic questionnaire by the combination between them.

The organization diagnosis method is an organization diagnosis method that focuses primarily on members of an organization (team or department). The members of the organization should be a Trinity in mind (110), competency (120), role (130) in order to perform smooth work as a member of the organization. These three things in the organization can be said to correspond to the knowledge, emotion and will of human behavior as Descartes said. In order for a person to do something, he must know it, have a will to do it, and be emotionally satisfied with it. Knowledge, sentiment, and meaning can affect one's work by varying the degree of its role, depending on the type of work. The same principle applies to the performance of work in an organization. In order to perform work in an organization (team or department), the mind 110, competency 120, and role 130 of members work together. Here, the mind 110 and the competency 120 basically correspond to the individual level, and the role 130 corresponds to the department level.

The mind 110 refers to the mindset that each individual has for work. Mindset is the starting point for the performance of work. Only when each individual has a willingness to carry out his work will he set aside the first steps for his work. Therefore, the mind 110 may be referred to as a motivation for performing a task. If there is no mind 110 for performing a task or if it is necessary to delay or inevitably do not perform the task, it will be roughly handled. This situation is a situation in which a task is performed to avoid punishment rather than to be compensated, and thus it is difficult to continuously perform the task unless a simple and repetitive task can cause many mistakes.

The competency 120 refers to a job performance possessed by each individual. This may be a physical or mental capacity. In most cases, it is a combination of physical and mental competencies and, in other words, technology. Even if you are motivated because you want to do a certain task, it is obvious that you cannot perform well if you lack the skills and know-how about how to do it.

The role 130 is defined as the behavior expected of an individual according to a given social position or position. Organizations are primarily given to individuals in a team / department or organization and are expected in business as a means of determining that person's specific location. Even if the individual's mind 110 and competence 120 are equipped, it will be difficult to achieve a performance if it does not match the role 130 assigned.

Even if the mind 110 and the role 130 are appropriate, if the competency 120 is insufficient, the work cannot be properly performed, and even if there is a personal competency 120 and an appropriate role 130 is given, If you do not have a mind 110, you can not expect to be sincere. As such, the mind 110, the competency 120, and the role 130 are very important factors that negatively affect the performance of any one of them.

So far, these minds 110, competencies 120, and roles 130 have been described as having independent influences on performance, but it should not be forgotten that in fact, they interact with each other as organic relationships. For example, if the role 130 or competency 120 is inappropriate, there is no mind 110 to perform a task, and if the mind 110 or competency 120 is insufficient, the role 130 is changed. Therefore, these minds 110, competencies 120, and roles 130 should be considered as the Trinity as well as their respective interrelationships.

Mind (110), competence (120), and role (130) were the three factors of organizational performance, but objective measurement of these three factors is virtually impossible. This is because the individual differences between the mind 110 and the competency 120 are extreme and the roles 130 are also so diverse that no appropriate criteria can be found. Furthermore, the direction or degree of mind 110, competency 120, and role 130 required according to the company or business type or position and position is changed. Therefore, it would be reasonable to estimate the magnitude of these three factors by measuring the results produced by the combination of these three factors. For this reason, the organization diagnosis method takes the form of measuring the degree of these three factors by measuring the factors created by the combination of mind 110, competency 120, role 130.

The combination of mind 110 and competence 120 is relatively personal, and given the appropriate role 130, the combination of the two makes the individual confident in work and motivated to work. Create a challenging spirit for work performance.

The combination of role 130 and competency 120 is relatively formal and consists mainly of factors related to work or work within the department. This includes job satisfaction, job division, job support, and job performance. The sum of these is called pride of work.

The combination of mind 110 and role 130 is expressed as a mixture of public and private. Public or private support emerges here, which facilitates role separation. The result of these is the trust between teams and departments through human relationships that include more or less informal relationships.

Thus, in summarizing the method of organizational diagnosis, the sense of trust and challenge that members perceive due to the combination of mind 110, competence 120 and role 130 of each individual in the team / department This is a way of diagnosing pride.

Most organizations also consist of several organizations (teams or departments). Just as members come together to form an organization, these organizations come together to form an organization. Thus, one organization is in an organic relationship with other organizations, depending on its role.

When looking at a department, materials are put into the department, such as information or budgets related to the organization or its goals (largely referred to as 'organizational goals'), and the materials entered are sent from the team / department. It is common to take the form of processing to create added value, that is, a process that results in output (called 'team / department performance'). In general, the output is then sent to other department (s). The evaluation of the result is then fed back to the original team / department for coordination.

This process centered on the team / department is as follows.

As with the team / department, there are factors that consist of a combination of team / department, input and output.

The combination of the internal factors 100 and the organizational goals 210 was viewed as 'life / reporting' and consists of questions asking policy life, goal sharing, decision making, and interdepartmental cooperation.

The factors involved in the combination of the internal factors 100 and the team / department performance 220 are called 'strategies / processes', which are related to organizational learning, environment (physical and psychological), performance-oriented leadership, and work processes. It consists of questions.

The combination of the organizational goal 210 and the team / department performance 220 is called 'performance compensation' and consists of questions asking feedback and organizational culture.

Referring to FIG. 1, the method for diagnosing an organization for diagnosing organizational performance and atmosphere may include internal factors 100 of a team / department including a mind 110, a competency 120, and a role 130. ), An external factor 200 including an organizational goal 210, a team / department performance 220, and a diagnostic questionnaire by the combination of the internal factors 100 and the internal factor ( 100) and the diagnostic questionnaire by the combination of the external factors 200.

The combination between the internal factors 100 may be a combination of mind 110 and role 130, a combination of mind 110 and competency 120, and a combination of competency 120 and role 130. The combination between the internal factor 100 and the external factor 200 is a combination of the internal factor 100 and the organizational goal 210 and the internal factor 100 and team / department performance. And a combination of the organizational goals 210 and team / departmental achievements 220.

Referring to FIG. 2, the mind 110 and the role 130 are combined to measure trust, and are measured as questions asking support, relationship, role division, etc. as follows. do.

Diagnostic Questionnaire on Support, Relationships (Trusts), Role Separation

support

1-1. The colleagues in my department / team are not interested in me. *

1-2. There are people in my department / team who often hang out because of their hobbies or tastes.

1-3. I actively help when someone in my department / team is in trouble.

1-4. (Not scored) I'm stressed mainly because of relationships within departments / teams.

1-5. Someone in my department / team comes out and comforts me when something is bothering me or sad.

Relationship (trust)

1-6. The atmosphere of our department / team is warm.

1-7. The members of our department / team trust each other.

1-8. My department / team trust each other.

1-9. Members get to know each other's important things.

1-10. Overall, our department / team has good relationships with colleagues, bosses and subordinates.

Role division

1-11. I know what the department / team members expect from me.

1-12. When work is late or blocked, colleagues often help each other.

1-13. (Non-Grading) If someone in your department / team is in trouble, they will take the initiative to help each other.

1-14. Share and share resources (money, time, people, etc.) or information needed to do the job.

The combination of the mind 110 and the competency 120 is to measure the challenge (Challenge), it is measured as a question asking for work motivation, fun, immersion (team, work, occupation) and the like as follows.

Diagnostic questionnaire about work motivation, fun, and immersion (team, work, job)

fun

2-1. I have fun doing company work.

2-2. I like the company's policy.

2-3. The work itself is aimed at the activity itself rather than external rewards.

Motivation

2-4. I have enough ability to carry out my duties.

2-5. There are new challenges at work.

2-6. I have no difficulty in carrying out my current duties.

2-7. I had no problem adapting to my current job.

2-8. (No scoring) I should have done a more challenging job than my current job *.

Team immersion

2-9. I think the achievement of our department / team is very important.

2-10. I'm trying to make our department / team feel good.

2-11. If it helps our department / team I will not do additional chores.

Immersion at work

2-12. I will continue to build my own career in my current job.

2-13. I will move to another company if I can get my current salary. *

2-16. (No scoring) I'm proud to work for my company.

Job immersion

2-14. I would never give up this job because my current job is good.

2-15. I will continue to do what I am doing even if I do not have enough money to eat and buy.

The combination of the competency 130 and the role 130 is to measure pride, and is measured as a question asking job satisfaction, work division, work support, work performance, etc. as follows.

Diagnostic questionnaire for job satisfaction, job division, job support, and job performance

Work satisfaction

3-1. I am currently feeling good about what I am doing.

3-2. The work I am doing now fits my skills and talents.

3-3. I am recognized for my work ability by my boss and colleagues.

3-4. In your current workplace, you have the opportunity to acquire new skills or knowledge.

3-5. (Not scored) I have been anxious about my current position in the company. (R)

Work division

3-7. Good division of work within department / team.

3-8. Reasonable staffing or division of duties.

3-9. In the company, the scope of work and the limits of responsibility for employees are clear.

3-10. (Not scored) I know what I need to do to achieve the goals of my department / team.

Business support

3-11. Members of the department / team are liable to join hands in the process.

3-12. Your supervisor will guide and encourage you to achieve good results in the course of your work.

3-13. Department / Team members are communicating each other with necessary information.

Performance

3-14. In departments / teams, the goals and plans of each member are clearly set.

3-15. The department / team manages the information necessary for the job and is always available.

3-16. Our department / team members have a wealth of experience as far as their work is concerned.

3-17. Directives and orders for department / team work are working effectively.

3-18. (Not scored) Our department / team will achieve their assigned business goals in time.

The combination of the internal factor 100 and the organizational goal 210 is to measure 'lifetime and reporting', and is measured by a question about goal sharing, decision making method, and interdepartmental cooperation.

Diagnostic questionnaire regarding policy life, goal sharing, decision making, and interdepartmental cooperation

Policy life

4-1. The company's vision and goals are convincing.

4-2. The company's policies and instructions are well communicated to all employees.

4-3. The boss's orders and instructions are clear and specific.

Goal sharing

4-4. The goals and plans for the department / team to carry out are communicated through the official path.

4-5. The work objectives of our department / team are clear and specific.

4-6. The goals of the department / team are described in measurable form.

Decision Making Method

4-7. The company is well informed to employees of the company's important operating policies and movements.

4-8. All departments / team members are involved in setting goals for the department / team.

4-9. Our department is guaranteed to participate in the decision making process that affects my work.

4-10. The decision making process of our department / team is reasonable.

4-11. The results of the decision are clearly communicated to all departments / team members.

Interdepartmental cooperation

4-12. The help and cooperation of other departments needed to carry out our department / team's work is smooth.

4-13. In the company, interdepartmental communication is working well.

4-14. There are a number of embarrassing and inconvenient things to get help from other departments. *

The combination of the internal factors 100 and team / departmental performance 220 is a measure of 'strategy / process' and asks questions about organizational learning, the environment (physical and psychological), performance-oriented leadership, work processes, etc. Measure with the questions asked.

Diagnostic questionnaire on organizational learning, environment, performance-oriented leadership, and work processes

Organizational Learning

5-1. Our company actively implements the results of employee suggestions and ideas.

5-3. The department / team can freely comment on problem solving or decision making.

5-4. Our department / team members are serious about how the changes in the world will affect our work.

Environment

5-5. There is a lot to do with care, which interferes with the performance of the work. *

5-6. There are many unnecessary regulations in our organization that prevent us from doing well. *

5-7. I am not disturbed by holidays or vacations at work.

5-8. Work fatigue often continues until the next day. *

5-9. Current working hours, including overtime, are adequate.

Performance Oriented Leadership

5-2. My boss is empowering me to take responsibility for my work.

5-10. Our team members have customers in mind at all times.

5-11. Members of the department / team think it is their job to achieve the organization's goals.

5-12. Criteria for evaluating the performance of the department / team as a whole are clearly stated in advance.

5-13. Management ensures autonomy in the promotion of work and empowers it according to the department / team leader's ability.

Work process

5-14. Our department has a working process in place.

5-15. Our department / team is very good at execution.

5-16. When department / team goals are set, everyone works together to formulate a strategy for achievement.

5-17. How departments / teams work and manage is well-understood.

The combination of the organizational target 210 and the team / departmental performance 220 is to measure 'compensation for performance', and is measured by a question asking feedback and organizational culture.

Feedback, Diagnostic Questionnaire on Organizational Culture

feedback

6-1. The company's performance evaluation system is reasonable.

6-2. Feedback on performance (accidents, etc.) is accurately communicated.

6-3. When the goal is achieved, the company provides some kind of encouragement and reward.

6-4. The performance of departments / teams is reflected in current treatment.

6-5. (No scoring) When the business environment changes, the set goals are flexibly rescheduled and business priorities change accordingly.

6-6. Promotions and upgrades to employees are fair.

Organizational Culture

6-7. The company actively adopts the right opinions and requests of employees.

6-8. The company offers opportunities for self-development.

6-9. The company thinks that it is working for employee benefits.

6-10. Our company is clearly a punishment.

6-11. The company spares no efforts to support or encourage you in carrying out your work.

6-12. (No scoring) Management strives to keep the promises made with employees.

As described above, the number of questionnaire questions for performance diagnosis and mood grasp of the organization is 81 questions, and the detailed factors and the number of questions for each coupling area are shown in the table shown in FIG. 2.

In the table of FIG. 2, each item is scored from 1 to 5 points, 1 point is 'negative negative', 2 points are 'negative', 3 points 'half / normal', 4 points 'positive', 5 points Means very positive.

The '*' marks are graded on the contrary (5 points = 1 point, 4 points are 2 points, 2 points are 4 points, 1 point is 5 points). Used. False questions are not used for scoring.

1) Integrity and Reliability Check:

The difference between the score of 1-1, 1-5, 2-12, 2-13, 5-8 and 5-9 is more than 3 points (average). Indicate the phrase in the output.

2) Checking the tendency of generosity, strictness, neutralization:

Indicate on the output that if there are more than 75% of the points in an individual's score, they tend to be stringent.

In the output, indicate that there is a tendency to be generous if the number of five points in an individual's score is 75% or more of the total.

In the output, indicate that there is a tendency to neutralize if the number of three points in an individual's score is greater than 75%.

3) Grading for each area

The score of the detailed factors is obtained by averaging the scores of the items corresponding to the detailed factors, and the score of each area is obtained by the average of the corresponding detailed factor scores.

3 is a flow chart for tissue diagnosis model diagram and profile creation according to the tissue diagnosis method of the present invention.

First, scoring is performed for each department. Grading is carried out for each item of trust, challenge spirit, self-esteem, life and reporting, strategies and processes, and performance compensation, and calculates the average and standard deviation, respectively (steps S10-15).

1) If the average score of each area is 3 or less, use the connecting line as a dotted line. Since each item has a perfect score of 5 points, it is used as a reference for 3 points in the middle, and in the case of 3 points or less, the level of the corresponding area is interpreted as low (step S20).

2) If the average score of each area is more than 3 and less than 3.46, one connection line is used. At this time, 3.46 was the value corresponding to the top 75% of the distribution of the average of all questions in the preliminary survey results, and when indicated by a solid line, the level of the corresponding area is interpreted as being in the middle (step S30).

3) If the average score of each area is 3.46 or more, two solid lines are used. In this case, it is interpreted that the level of the region is high (step S30).

At this time, the average is calculated by dividing the sum of scores of the question by the number of questions.

The standard deviation is then calculated by subtracting the mean from the individual scores, squared, adding the results, and then finding the square root of the result divided by the number of cases.

As a result, a tissue diagnosis model diagram and a profile are created (step S40).

4 and 5 are diagrams showing a tissue diagnosis model diagram according to the tissue diagnostic method of the present invention as an example, Figure 6 is a diagram showing an example of profile creation by the tissue diagnostic method of the present invention.

<Tissue Diagnostic Model Creation Target>

Company Score: Calculated for everyone in the same company name (average, standard deviation)

Executive Score: Calculated Only on Executives in Position (Average, Standard Deviation)

Team leader score: Calculated only by those who are the team leaders in the position (average, standard deviation)

Team member score: Calculated only by those who are team members in the position within the company (average, standard deviation)

Business unit score: Calculated only by team members who belong to a specific business unit (average, standard deviation)

Team score: calculated only by team members who belong to a specific team (average, standard deviation)

<Calculation of Standard Score>

Standard scores are score systems with a mean of 50 and a standard deviation of 10. By calculating the standard scores, the unit system can make relative comparisons between different scores, and regardless of the target and timing. In the organizational diagnosis model, a profile using standard scores is prepared to allow comparative analysis of how different team members and team leaders are from all members or all team members.

For example, after calculating the average and standard deviation of all team members in the company, to calculate the standard score of the team members, subtract the average value of all team members from the average value of the team members, and then divide by the standard deviation of all team members. This result is called the Z score. Multiplying the Z score by 10 and adding 50 again converts it to a standard score with a mean of 50 and a standard deviation of 10.

T (standard score) = (individual score-total mean) ÷ total standard deviation × 10 + 50

In an organizational diagnostic model, 27 types of teams are created within the team based on a combination of trust, challenge, and pride indicators, thereby expressing the team's name differently (e.g. 1 = low. 2 = Medium, 3 = high).

Confidence = 1, Challenge Spirit = 1, Pride = 1 => Type1: Death Valley

Confidence = 1, Challenge Spirit = 1, Pride = 2 => Type 2: Improvised Expatriate Type

Confidence = 1, challenge spirit = 1, self-esteem = 3 => type 3: job description type

Confidence = 1, Challenge Spirit = 2, Pride = 1 => Type 10: Boy or Girl

Confidence = 1, challenge spirit = 2, pride = 2 => type11: self-developed

Confidence = 1, challenge spirit = 2, self-esteem = 3 => type12: individualist professional group

Confidence = 1, Challenge Spirit = 3, Pride = 1 => Type 19: Freedom of Role

Confidence = 1, Challenge Spirit = 3, Pride = 2 => Type 20: Won Country, Pre-National, Genghis Khan Unit

Confidence = 1, Challenge Spirit = 3, Pride = 3 => Type 21: Professional Type

Confidence = 2, Challenge Spirit = 1, Pride = 1 => Type 4: Dream! Dream! Type

Confidence = 2, Challenge Spirit = 1, Pride = 2 => Type 5: A brother who lives like a deer

Confidence = 2, Challenge Spirit = 1, Pride = 3 => Type 6: If you are eager, you will blow one thing

Confidence = 2, Challenge Spirit = 2, Pride = 1 => Type13: Heungbu's family type without measures when difficult

Confidence = 2, Challenge Spirit = 2, Pride = 2 => Type 14: Healthy Juvenile Types

Confidence = 2, Challenge Spirit = 2, Pride = 3 => Type 15: Tough life type with work performance and organizational discipline

Confidence = 2, Challenge Spirit = 3, Pride = 1 => Type 22: No problem. But no results

Confidence = 2, challenge spirit = 3, pride = 2 => type23: run anyone

Confidence = 2, Challenge Spirit = 3, Pride = 3 => Type 24: Bonding Time

Confidence = 3, Challenge Spirit = 1, Pride = 1 => Type 7: Planting Church

Confidence = 3, Challenge Spirit = 1, Pride = 2 => Type 8: Conflict potential

Confidence = 3, Challenge Spirit = 1, Pride = 3 => Type 9: Organization First, Individual Behind

Confidence = 3, Challenge Spirit = 2, Pride = 1 => Type 16: Sun Ah! Let's live alone

Confidence = 3, Challenge Spirit = 2, Pride = 2 => Type 17: Mischievous Type

Confidence = 3, Challenge Spirit = 2, Pride = 3 => Type 18: Necessary, textured department type

Confidence = 3, Challenge Spirit = 3, Pride = 1 => Type 25: Marine Bypass Gathering Type

Confidence = 3, Challenge Spirit = 3, Pride = 2 => Type 26: All

Confidence = 3, Challenge Spirit = 3, Pride = 3 => Type 27: Dream Team

Next, the method for calculating the standard score (T) of a team member for profile creation is as follows.

First, the team member average and standard deviation are used as the default reference values for the profile and are targeted to all team members in the company. Calculation is divided into six areas: trust, challenge spirit, self-esteem, life and reporting, strategy and process, and performance compensation.

Using the average and standard deviation of the team members for the six areas, the team leader's score is converted into a standard score (T score) with an average of 50 points and a standard deviation of 10 points, respectively.

The standard score is calculated by the following formula for each of the six factors. However, if the reference value is selected as the input value in <Scoring Option>, the input value is used in the following formula.

T = (individual score-total mean) ÷ total standard deviation × 10 + 50

1) Company-wide profile: not prepared.

2) Profile of officers: The average of executive scores in six areas is used as the individual score of the formula.

3) Team leader's profile creation: The average of team leader scores in 6 areas is used as the individual score of the formula.

4) Create a profile for team members: Don't write.

5) Profile of business division: The average of business division scores in six areas for each business division is used as the individual score of the formula. Incorporate officer scores into profile. If there are a large number of executives, insert a line in the table below Profiles instead of Team Leader in order of Executive 1, Executive 2, ... and include the profile as well.

6) Team-specific profile creation: The average of team scores in six areas for each team is used as the individual score of the formula. Include team leader's scores in the profile. If there are a large number of team leaders, insert a line in order of team leader 1, team leader 2, team leader 3 ... to display the value and include the profile.

The T scores calculated for the six areas are displayed as shown in Fig. 6 using various figures (or symbols, letters, etc.) at the corresponding positions of the corresponding areas in the figure (see Fig. 6). Create a profile by connecting lines over three areas.

Brief description of the tissue diagnosis progress procedure according to the tissue diagnosis method is as follows.

Survey collection and collection-> Coding and input-> Calculation of descriptive statistics and standard scores for each of the 6 combined factors-> Complete the model by displaying two dashed lines, solid lines and solid lines on each factor corresponding to the model according to upper, middle and lower Present the visual differences between team / department manager and team members using standard scores as profiles-> Interpret results

The organization diagnosis method is a tissue diagnosis method that proceeds as a basic analysis unit of a team / department according to the principle of organization of the knowledge and information society. Organizational diagnostics can therefore be used for the purpose of understanding the overall climate of a team / department, or finding data to identify factors in team / department performance and to move towards a more advanced direction. For example, if you are promoted and assigned to a new team / department, you will need to check your team team's consciousness, attitudes and behavior regarding the overall atmosphere or work process.

The present invention is not limited to the above-described embodiments, but can be variously modified and changed by those skilled in the art, which should be regarded as included in the spirit and scope of the present invention as defined in the appended claims. something to do.

As described above, the organizational diagnosis method for organizational performance diagnosis and mood grasp according to the present invention is a combination of internal factors (mind, competency, role) and external factors (organizational goal, organizational performance) of the department. By measuring the results of the survey, it is possible to grasp the overall mood of the team or department and to identify obstacles to the performance of the team or department.

Claims (11)

Defining internal factors of the organization, including minds, competencies, and roles; Defining external factors, including organizational goals and organizational performance; Combining the questionnaire about the internal factors by a combination of the internal factors to measure the trust, challenge and pride of the members of the organization; Combining the questionnaire questions about the internal factors with the question items of the external factors by a combination to measure the lifespan and reporting, strategies and processes of the organization; And And combining the questionnaire questions regarding the external factors by a combination of the external factors to measure the performance compensation of the members of the organization. The method of claim 1, wherein the method of measuring the trust of members of the organization includes: Combining the questionnaire questions on the mind and the role is measured by the question asking for support, human relations, role division, the organization diagnosis method for the performance diagnosis and mood grasp of the organization. The method of claim 1, wherein the method of measuring the spirit of challenge of the members of the organization includes: Combining the questionnaire questions about the mind and the competency, the organization diagnostic method for measuring the performance of the organization and grasp the atmosphere characterized in that measured by the questions asking work motivation, fun, team commitment, job commitment, job commitment. The method of claim 1, wherein measuring the pride of members of the organization, A method for diagnosing an organization's performance diagnosis and atmosphere by combining the questionnaire questions related to the competency and the role by measuring the question of job satisfaction, job division, job support, and job performance. The method of claim 1, wherein the method of measuring lifespan and reporting of the tissue is Organizational diagnosis method for performance diagnosis and grasp of the organization, characterized by measuring the questionnaire for policy life, goal sharing, decision-making method, and cooperation between departments by combining the questionnaire question about the internal factors and the organizational goal. . The method of claim 1, wherein the method of measuring the strategy and process of the organization is: Organizational diagnosis for organizational performance diagnosis and ambience of the organization characterized by measuring the question of organizational learning, physical and psychological environment, performance-oriented leadership, work process by combining the questionnaire questions about the internal factors and the organizational performance Way. The method of claim 1, wherein the method of measuring performance compensation of the members of the organization comprises: A method for diagnosing organizational performance and determining the atmosphere of an organization characterized by measuring the question of feedback and organizational culture by combining the questionnaire on the organizational goal and the organizational performance. The method according to any one of claims 1 to 7, A method for assessing organizational performance and grasping mood, characterized in that each item is scored and the average and standard deviation are calculated to calculate the standard scores of team members and thereby the organizational diagnosis model diagram and profile are created. The method of claim 8, In the organization diagnosis model diagram, the team internally creates a plurality of types according to a combination of confidence, challenge spirit, and self-esteem indices, thereby representing different names of teams. The method of claim 1, The method for diagnosing an organization for diagnosing the performance and atmosphere of an organization, characterized in that the method for diagnosing an organization's performance and atmosphere is defined as a trinity factor of organizational performance. The method of claim 1, The organization diagnosis method for diagnosing organizational performance diagnosis and mood is to estimate the degree of action of the above three factors based on the combination or combination of the three factors of mind, competence and role. Tissue diagnostic method for holding.