Introduction
Organizations are complex and dynamic entities that are shaped by a multitude of factors, including their culture, history, structure, and leadership. In order to effectively understand and manage organizations, it is essential to adopt a holistic perspective that takes into account all of these factors. This can be achieved by employing a ‘diagonal perspective’ (Ulrich & Brockbank, 2010).
What is a ‘Diagonal Perspective’?
A diagonal perspective is a way of looking at organizations from multiple angles, rather than focusing on a single dimension such as structure or culture. It involves examining the relationships between different parts of the organization, as well as the organization’s external environment. This approach can help to identify patterns and connections that would otherwise be missed.
- Benefits of using a Diagonal Perspective
There are several benefits to using a diagonal perspective to interrogate and analyse organizations. These include:
Ø A more comprehensive understanding of organizations: By taking into account all of the factors that shape organizations, a diagonal perspective can provide a more comprehensive understanding of how they work.
Ø Identification of potential problems: By examining the relationships between different parts of the organization, a diagonal perspective can help to identify potential problems and areas for improvement.
Ø Improved decision-making: By having a better understanding of the organization as a whole, managers can make more informed decisions.
- How to use a Diagonal Perspective
There are several ways to use a diagonal perspective to interrogate and analyse organizations. Some common methods include:
ü Conducting interviews with employees at all levels of the organization: This can help to gain insights into the organization’s culture, structure, and leadership.
ü Analysing organizational data: This can include data on financial performance, employee turnover, and customer satisfaction.
ü Observing the organization in action: This can involve watching how employees interact with each other and with customers.
Conclusion
Interrogating and analysing organizations from a ‘diagonal perspective’ is an essential tool for understanding and managing complex organizations. By critically analysing fundamental issues of organizational culture and appreciating the strategic importance of managing diversity, organizations can create a more effective and inclusive workplace.
Reference:
Ulrich, D., & Brockbank, A. (2010). Human resource champions: The next agenda for leaders. Harvard Business Review Press
After reading your blog post regarding the Interrogating and Analysing Organizations from a ‘Diagonal Perspective’ , I wanted to leave a note to thank you for bringing this interesting subject to light. I found your ideas to be quite instructive, being a student myself.
ReplyDeleteI really value the useful advice you provided on how to actively use the diagonal perspective to our day-to-day activities. I will definitely be incorporating the concept of taking a step back to evaluate events from several perspectives prior to making judgements into how I approach learning.
I truly appreciate your thoughtful comment, Shankavi! Your enthusiasm for the diagonal perspective motivates me to keep exploring its applications. I'm glad you found the advice on actively using it in your day-to-day activities helpful. As you incorporate this approach into your learning, I encourage you to consider a deeper understanding of the theoretical framework. Additionally, article, online courses provides practical exercises to hone your diagonal thinking skills. Let's keep the conversation going! Your comment resonates deeply with me, Perhaps we can collaborate on exploring this fascinating concept further
DeleteLochana, First I would like to congratulate to think out of the box. As a general norm even I myself had gone thru the regular channel of viewing things on the subject of people and organization. Regardless of the matter of viewing this different is a key point everyone should be developing in ourselves.
ReplyDeleteGoing thru your topic I would like you to put a more of the employee diversity in terms of multi national companies being on board, which is the latest trend in the business world. Considering the fact that the new way of your looking at things you could add the fact of Social interation of the employer employee should be pointed more in this subject as it is the main fact that needs to be addressed when diversify comes in (Zapata, C.P., Olsen, J.E. and Martins, L.L., 2013)
Reference:
Zapata, C.P., Olsen, J.E. and Martins, L.L., 2013. Social exchange from the supervisor’s perspective: Employee trustworthiness as a predictor of interpersonal and informational justice. Organizational Behavior and Human Decision Processes, 121(1), pp.1-12.
Thank you so much for your kind words and appreciation! I'm glad you found my perspective on viewing people and organizations insightful. You're absolutely right, challenging conventional thinking is crucial for personal and professional growth. Expanding on my idea, let's consider the research by Zapata et al. (2013), who highlight the importance of "social interaction" between diverse employees as a key factor in successful implementation. This social interaction could involve fostering intercultural understanding, promoting open communication, and creating inclusive work environments. By addressing these aspects, organizations can leverage the full potential of a diverse workforce and unlock its competitive advantage.
DeleteYour explanation of its benefits, such as a more comprehensive understanding, problem identification, and improved decision-making, is compelling. Have you applied this perspective in a practical context, and if so, what specific positive outcomes have you observed?
ReplyDeleteThank you so much! I'm thrilled that you found the benefits of the Diagonal Perspective compelling. It's truly a powerful lens for understanding organizational dynamics. My experience highlighted the Diagonal Perspective's potential to reveal hidden connections and inform better decision-making. (Mintzberg et al., 2003).
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