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BUS599 MOD 02 Case Study: Organizational Diagnostic Models (Case Study Sample)


Module 2 - Case
Organizational Diagnostic Models
Assignment Overview
The Excellent Consulting Group
Communication from Art:
Thank you for your report on the strategy analysis of Whole Foods Market. Now, we need to move ahead to the next part of this project.
ABC Company and Whole Foods Market have decided they want to do an Organizational Diagnosis to determine how various aspects of Whole Foods Market are aligned, such as inputs, resources, productivity, throughput effort, outputs, performance, strategy, etc. They want to know if there are any significant issues at Whole Foods Market and how these issues might affect its integration into ABC Company.
Required Reading:
Download and read this white paper by Falletta about OD models. Salvatore Falletta, President and CEO of Leadersphere, has written a white paper that reviews several commonly used models of organizational diagnosis. You will use several of these models in conducting your integrative Case project. The relevant part of this paper in terms of this class is the first 31 pages. The last part of the paper (pp. 32-43) deals with the theoretical foundations of the Burke & Litwin model, Falletta’s Organizational Intelligence Model; reading that is optional. We are not covering Falletta’s Organizational Intelligence Model.
Falletta, S. V. (2005) Organizational Diagnostic Models: A Review and Synthesis. Retrieved January 15, 2014, from http://www(dot)iei(dot)liu(dot)se/fek/frist/723g16/files/1.120328/Orgmodels.pdf
Falletta provides an overview of Open Systems Theory (OST) in his paper (pp. 8 & 9). Keep in mind that OST is not an OD model, but rather a basis for most of the later models. For a deeper understanding, go to the following optional reading and read about systems, systems thinking, and organizations as open systems. You will see that businesses are not unlike living organisms: they depend on the environment for sustenance; they comprise multiple, mutually dependent parts; and they affect the environment in the course of their daily activities. Open Systems Theory provides valuable insights into organizations.
Optional Reading:
Systems Thinking and Learning Organizations (n.d.). National Defense University. Retrieved from http://www(dot)au(dot)af(dot)mil/au/awc/awcgate/ndu/strat-ldr-dm/pt1ch4.html
Review Case Analysis since it is so important in this final course. The purpose of a Case is to show that you have thought critically about the subject matter that you are learning and to make an argument for a Claim about the specific situation in the Case Assignment. Stephen Toulmin has developed an Argument Methodology that is very useful in Making a Case. To review Case Analysis and Toulmin's Argument Methodology, go to Making a Case.
Case Assignment
There is some disagreement in the Executive ranks as to which OD method or model should be used. Some executives have familiarity with a couple of models, but it seems to be only based on what they have read or heard about. You need to explore some models and determine their strengths and weaknesses, and ultimately recommend which one is best for Whole Foods Market. As part of making that determination, you will also need to identify several critical issues facing Whole Foods Market.
The executives want you to include the 7S model, the Congruence Model, and the Burke-Litwin Model in your analysis. Pick three or four more models to include for a well-rounded group of OD models.
Prepare a report in which you include the following:
1. A brief overview of what each of the six or seven models you are analyzing does.
2. Clearly identify the strengths and weaknesses of each model.
3. Identify and discuss two or three issues that Whole Foods Market is facing.
4. Determine which model you think is the best one to use.
5. Recommend which model to use. Make a Strong Case. Explain why your selection would be the best choice, and how the recommended model can be used to help diagnose the issues you have identified.
This should be a 5- to 7-page paper (not including Title Page and References).
Assignment Expectations
Your paper will be evaluated on the following seven points:
• Precision - Does the paper address the question(s) or task(s)?
• Breadth - Is the full breadth of the subject, that is, the Keys to the Assignment, addressed?
• Depth - Does the paper address the topic in sufficient depth and include the background reading and other background resources as references?
• Critical thinking - Is the subject thought about critically, that is, accurately, logically, relevantly, and precisely?
• Clarity - Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?
• Organization - Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?
• Referencing (citations and references) - Does the paper include citations and quotation marks where appropriate? Are the references from the background reading and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?
• You may use a simple diagram to highlight important factors. However, do not use the diagram in lieu of valuable analysis (or to take up valuable writing space) - it should be in addition to your 5-7 pages of analysis.
• Just because you have written the minimum five pages does not mean that you have adequately covered the topic. Err on the side of writing more rather than less.
• Choose the data you use carefully. Is it relevant and important?
• Include a cover page and reference page, in addition to the 5-7 pages of analysis described above.
• Include headings within the paper.
• Cite and reference all sources that you use in your work, including those that you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have "borrowed" or paraphrased from other sources.
Please include working URLs for each reference used. The URL should go directly to the body of work being referenced.


Organizational Diagnostic Models
Student Name
Professor Name
Course Title
Organizational diagnostic models
McKinsey 7S Framework
The model is often used as an organizational analysis tool to assess and check changes in the internal situations of an organization. The model has seven variables including structure, strategy, systems, style, staff, skills, and shared values. Structure is illustrated as the framework of the organization or the organizational chart. Strategy is the course of action in allocating resources to accomplishdetermined objectives over period. The systems are the modified practices and methods followed within the organization. Staffs are described in aspects of workforce categories within the organization, such as accountants whereas the skills variable includes the capabilities of the staff within the organization as a whole. Style variable refers to the approach management behaves when they attain organizational objectives. Finally, the shared values variable refers to the significant meanings or guiding ideas that organizational members share. The model is based on the theory that, for an organization to be successful, these seven variables need to belinked andjointly reinforcing. The model assists in recognizing what needs to be realigned to enhance performance or to maintain performance during other types of change. Furthermore, for an organization to realize lasting benefits all variables should be changed to become attuned as a system (McKinney's 7s framework, 2012).
Strengths and weakness
Organizations can effortlesslyemploy the 7S model as ananalytical framework because it combines both rational and hard elements with cultural and other soft elements. The tool is sufficiently expansive to comprisekey characteristics of an organization. In addition, the model is aligned with the qualities of good innovative behavior. However, the model has restricted use on real time, numerical maintenance, and monitoring tool. Moreover, complex theoretical models of organizational structure are usuallyhard to corroborate (Jurevicius, 2013).
Burke-Litwin Model (B-L Model)
Burke-Litwin model differentiate between culture and the climate of an organization and signifies the nature and path of influence of organizational variables. This model has twelve organizational variables, including external environment, mission and strategy, leadership, organizational culture, structure, management practices, systems, work unit climate, task requirements and individual skills, motivation, individual needs and values, and individual and organizational performance.The model argues that all of the factors are incorporated in differentdegrees;hence, analteration in one will eventually influence all other factors. External environment variable is recommended as the elementary driver for change. Major elements of organizational success like mission and strategy, leadership and organizational culture are generally influenced by the changes that originate outside the organization. The B-L model aims to understand these external changes andestablish their implications to the organization (Crowe Associates, 2015).
Strengths and weakness
The model shows how organizational outputsrelate with the environment and finallyinfluence system inputs in the subsequently feedback loop.Moreover, the model portrays the directions of association between factors. B-L model is extremelypractical for explaining the dynamics of organizational operation and can be utilized to assesscomplicated cases of organizational analysis. However, the drawbacks of B-L model is thehuge quantity of information required for organizational analysis. In addition, the model is exhaustive and it is hard to grasp at glance (Crowe Associates, 2015).
The Congruence model
Congruence modelmerges the benefits of Leavitt's model thr...
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