Organizational Analysis

Organizational Analysis
Methods for conducting the
Can be functionally or behaviourally specific as observing new staff members
interacting at a meeting; can be unstructured as walking through an organization
and looking for evidence of communication barriers; or can be used to distinguish
between effective and ineffective behaviours, organizational structures, and/or
Minimizes interruptions of routine work flow
Generates data and is highly relevant to the
situation by response to identified training
needs or interests
Provides for important comparison checks
between assumptions of the observer and the
Requires a highly skilled observer with
process and content knowledge
Carries limitations that come from only being
able to collect data within the work setting
Holds potential for respondents to perceive
the observation activity as spying
Can be conducted formally or in a casual setting and be structured or
unstructured, or somewhere in the middle. Attendees can include a sample of a
group or the entirety of everyone concerned, whether it be a board, committee, or
other.  Interviews can be conducted in person, by phone, at the work site, or
away from it.
Does a good job of revealing feelings, causes
of and possible solutions to problems the
client is facing
Gives the client maximum opportunity to
represent himself on his own terms.
Often timeconsuming
Quantifying results can be difficult
The client can be made to feel selfconscious 
Group Discussions
Similar to interviewing but done with multiple people may be structured or
unstructured, formal or informal. Can be focused on job analysis, group problem
analysis, group goal setting, or any other group tasks or themes (such as leadership
training). This method may include group facilitating techniques such as brainstorming,
nominal group process, force fields, consensus ranking, organizational mirroring, and
View points can be synthesized on the spot
Builds support for the service response that is
decided on
Helps participants to become better at
analyzing problems and to become better
Relies on the ability of the facilitator to guide
the discussion and extract information
Time consuming and
Quantifying results can be difficult
What is it?
The study of the entire organization including its strategy,
environment, resources, and context. An organizational analysis
can help identify potential constraints and problems that can
derail training programs.
Training must be aligned with business
needs and the organization's strategic
Environmental factors such as new
technologies, legislation, and competitors have
an effect on training needs.
Resource Analysis
Identifies resources available in the organization
that might be required to design and deliver a
training and development program.
Organizational Context
Includes the organizational climate, training
transfer climate, and continuous learning
Organizational Climate: the collective attitudes
of employees toward work, supervision, and
companies goals, policies, and procedures
Characteristics in the work environment that
can either facilitate or inhibit the application of
training on the job.
Continuous learning culture: a culture in which members of
an organization believe that knowledge and skill
acquisition are part of their job and that learning is