In the state budget of revenues and expenditure (Anggaran Pendapatan dan Belanja Negara - APBN) 2016, tax revenue is targeted to reach 85% of the total state budget. It is a very high target; therefore the workload of the Directorate General of Tax (DGT) is getting higher and larger. In response to this, it is necessary to have changes and to develop the DGT's organization along with other work units, both the changing of the administrative systems and its human resources. One of the changes is the modernization of the tax administration system that has begun in 2002. The Tax Office (TO) is an integrated part of the DGT’s organizational changing. Based on organizational diagnosis result of the tax office of Palembang Seberang Ulu using 6 variables of Weisbord model obtained mean score for all variables were 4,051. Overall, the organizing of the Tax office of Palembang Seberang Ulu could be considered as good or no problematic issues. For the goal variable, relationship variable, leadership and organizational structure variable, reward and working mechanism have been good or not in problem classification. However, the organization of the Tax office of Palembang Seberang Ulu needs to improve the understanding of the objectives/goals, relationship, leadership, organizational structure, reward and working mechanism by finding solutions to all obstacles that hinder the performance of the tax office organization of Palembang Seberang Ulu.