A Synthesis of Organizational Diagnosis and Knowledge Management Practices–An Exploratory Study

Abstract

This study synthesis the two fields’ organizational diagnosis and knowledge management practices concepts that have grown significantly in the academic and business worlds, especially in the current (Beer & Spector, 1993; Cummings & Worley, 1993; Rothwell&Sredl, 1992). One of these strategies, organizational diagnosis, involves “diagnosing,” or assessing, an organization’s global context. Knowledge management has taken a lead role in organizations which are competitive. Many organization development (OD) strategies exist for improving an organization’s effectiveness current level of functioning in order to design appropriate change interventions. The concept of diagnosis in organization development is used in a manner similar to the medical model.Here the present study has accounted to a sample of 677 for the study which comprises of Executives, Managers / Officers and Engineers at BHEL a public limited company using stratified simple random sampling. The dimension of organizational diagnosis relationship has no significant very low positive relationship (r=.023, p>.01)with knowledge management practices and organizational diagnosis has a significant high positive relationship (r=.813, p<.01) with knowledge management practices of the employees. There was a statistical significant relationship between knowledge management practices and organizational diagnosis. Hence null hypotheses H0 was rejected and H1 was accepted. Organizational diagnosis can be a precaution measure in building the business and to be competitive in the global business.