4.2ORGANIZATION-LEVEL DIAGNOSIS
The organization level of analysis is the broadest systems perspective typically taken in diagnostic activities.

Figure 4.1 Organisational level analysis

The Figure proposes that an organization's transformation processes, or design components, represent the way the organization positions and organizes itself within an environment (inputs) to achieve specific outputs. The combination of design component elements is called a "strategic orientation."
4.2.1 Organization Environments and Inputs
At the organization level of analysis, the external environment is the key input. Different types and dimensions of environment influence organisational responses to external forces.
4.2.1.1 Environmental Types
There are two classes of environments: the general environment and the task environment.
4.2.1.1.1 General environment
It consists of all external forces and elements that can influence an organization and affect its effectiveness. The environment can be described in terms of the amount of uncertainty present in social, technological, economic, ecological, and political/regulatory forces. Each of these forces can affect the organization in both direct and indirect ways. The general environment also can affect organizations indirectly by virtue of the linkages between external agents.
4.2.1.1.2 Task environment
Michael Porter defines an organization's task environment by five forces: supplier power, buyer power, threats of substitutes, threats of entry, and rivalry among competitors. Dynamic environments change rapidly and unpredictably and suggest that the organization adopt a flexible strategic orientation. Dynamic environments are high in uncertainty compared to static environments that do not change frequently or dramatically.
4.2.1.1.2.1 Rate of change and complexities
In addition to understanding what inputs are at work,