"I reviewed your report regarding Organizational Diagnosis and thought you did a nice job. I presented your recommendation to HP and Palm and had several discussions with them. They finally decided they want to use the Nadler-Tushman Congruence Model to analyze the overall congruence in the company - they like the Input and Output analysis that this model provides. First, the execs are interested in the Inputs, including the Strategy. They are interested in getting an objective opinion of what their critical inputs are and how they align with their strategy. So I suggest that you brush up more on the Congruence model, particularly for this assignment on inputs. For the analysis, I suggest that you start with strategy, since you have already done some work on this aspect in your first report. Review Palm's strategy and then determine which one of Porter's competitive strategies fits with this strategy. Then review the company's inputs and determine one or two specific critical inputs from each input category: environment, resources, and history. Ultimately, I want you to determine how aligned the critical inputs are with the strategy. Is there high congruence (alignment), some congruence, or little to no congruence? I expect you to support your claim with a good, logical argument using the information you have collected. Case Expectations: In order to make this case, you first need to review the strategy and then classify it as one of Porter's competitive strategies. Then identify the Key Input factors in the first three categories. Explain why these are the critical input factors. Then determine how congruent the three input factors are with the strategy. First discuss the organization's strategy and classify it according to Porter's three generic competitive strategies. Then identify the most critical inputs in each of the first three categories and justify WHY they are critical. Also explain what effect the inputs from one category have on inputs from the other categories. How well does the strategy fit with the environmental, resource and historical inputs you identified? Make a Case for your propostion as to how the Key Inputs support (are congruent with) the Strategy. Specifically make a claim: "The inputs at Palm, Inc., consisting of Organizational Environment factors, Internal Resource factors, and Historical Tradition factors are, [highly, partially, or minimally] congruent with the company?s strategy." Support your analysis with objective evidence. Sources of information for the entire project may include interviews, organizational documents and reports, articles in newspapers and trade publications. Be sure to cite your sources and provide a list of references. Write up your report in a 4-6 page paper and submit it by the end of the module." "Background Information: For Case 3, you should focus on the Inputs aspect of this model. Read pages 35 to the top of 43. You can stop at the Outputs section. David Nadler is the founder and CEO of Mercer Delta Consulting Group. An internationally recognized expert in organizational change, Nadler has written seven books and numerous articles for practicing managers. Michael Tushman is a Full Professor at the Harvard Business School. He has written or edited eight books and is widely published in academic and practitioner journals. According to the authors, "Our congruence model of organizational behavior is based on how well componenets fit together - that is the congruence among components; the effectiveness of this model is based on the quality of these 'fits' or congruence." (p.39). From the reading you will see that there are four input categories: Environment (factors external to the organization) Resources (factors internal to the organization) Organizational history (Persistent Traditiona) Strategy (goals, objectives and strategic initiatives) Link to pages 35-43: http://hevra.haifa.ac.il/~soc/lecturers/samuel/files/651234873697.pdf My personal previous answer the 2nd question, not the third (this one) is attached. Please do not duplicate, copy, or distribute the attached. Thanks." DO NOT COPY OR DISTRIBUTE MBA Integrated Project Case Week 2 By: Date: University: It is first necessary to understand the concept of organizational diagnosis and how it will help HP integrate Palm within its overall business. Organizational diagnosis is an effective way, or ways in which to look at any organization in order to determine gaps between the current as well as desired performances. It also takes a look at how the organization can achieve or accomplish the goals as set by the company. In order to effectively carry out and utilize organizational diagnosis, it should be processed in an organic matter in that you start to really look at an organization and its structures and what it does or does not do. There are many different types of organizational diagnosis concepts, all developed by different theorists. In total, there are about 15 different models to date. There may or may not be additional models, but these serve to be the more notable of the bunch (if more exist, of course). In alphabetical order, the list of models is as follows: ? Beckhard, Richard ? GRPI ? Beckhard, Richard & Pritchard, Wendy ? Change Model ? Blake, Robert & Mouton, Jan ? Managerial Grid ? Bolman, Lee G. & Deal, Terrence E. ? Four Frames Model ? Burke, W. Warner & Litwin ? Causal Model of Performance & Change ? Freedman, Arthur M. ? Swamp Model of Sociotechnical Systems ? Galbraith, Jay R. ? Star Model ? Killman, Ralph ? Five Track Model ? Kotter, John P. ? Organizational Dynamics Model ? Leavitt, Harold J. ? Mckinsey Consulting ? 7S?s Model ? Morgan, Gareth ? Metaphors ? Nadler, David A. & Tushman, Michael L. ? A Congruence Model for Diagnosing Organization Behavior ? Weisbord, Marvin R. ? Six-Box Diagnostic Model ? Harrisom & Shirom ? Sharp-Image Diagnosis Model Of course, we will only be referring to a total of six in connection to the issues that Palm Incorporated is facing and how these issues can be rectified. The six that will be discussed in detail are the six-box model, the sharp-image model, the 7S?s model, the congruence model, the causal model of performance & change, and the five track model by Killman. We will discuss first the overview of the models, describe the relationship or differences between them, and then discuss their strengths and/or weaknesses, if applicable. I?m sure that Palm Inc. is fully aware of its mistakes that it made in the past, and is currently attempting to correct them. Let?s refer back to a big mistake by the CEO of Palm Inc. The CEO of Palm at the time was Carl Yankowski, and during his time the value of the company significantly declined. How much did it decline you ask? It declined some 95%, an impressive and astonishing decline to any investor or economist. The question that is probably circulating in everyone?s mind is, aside from how Mr. Yankowski kept is job at Palm Inc. is how did it decline so rapidly within one year?s time? This was due to several reasons. The first is due to the shift in consumer demand. At the time, there was a major downturn in the market for computers, or within the computer industry. The second mistake was due to a decision that Yankowski made on his part that seemed rather irrational and rash, something that only a desperate individual would do in order to bring the company back to profitability. Unfortunately, his decision to incorporate ?more? models of hand-held computers into the market obviously didn?t work. Putting more computers into a market where a downturn exist for it is much like throwing pebbles in a lake expecting them to skip without the actually water being present. So, now we understand the major issue, and how is it that it can be fixed? We all agree that putting more hand-held computers into the industry is obviously not going to work, so other scenarios will be looked into. The first step is understanding how to approach the organizational diagnostics models before even looking at any of them. Looking at how to formulate an effective solution to a problem by utilizing the organizational models is much like how a biologist comes up with a scientific theory. The central phases of organizational diagnosis first start out with entry. The rest of the phases include collection of data, formulation of a hypothesis, an analysis of data, and feedback on the results. Unfortunately, it?s quite improbable to do all within such a short time of writing this paper, but perhaps we will improvise a bit and do what we can. The six-box model has six different elements to focus on the organizational diagnosis. The six are as follows: ? Organizational strategy ? Structure ? Rewards ? Internal relationships ? Helpful mechanisms ? Leadership Outside of these six elements exists the environment of the organization at hand. For each of these six elements follows a series of suitable questions. The advantage of using this model is that it?s relatively easy to use and understand. The disadvantage is that because it?s so simple, it really lacks the theoretical foundation to adequately solve an issue, but does with shortcomings. The sharp-image model scans the organization much like a virus scans a computer and does so to determine signs of core problems and/or challenges for close examination. This model involves two or more theoretical perspectives to understand the underlying causes of the issue. The four steps that this model includes are as follows: ? Gathering data to understand the problem ? Use of theoretical models targeted to the specific needs ? The development of a model to identify the root causes of the issue ? Feedback on relevant data to clients One of the main drawbacks of this model is that it lacks predefined tools to carry-out the diagnosis. Other than that, it?s a solid model. The five-track model was developed by Ralph Killman, and the five tracks that he suggests are the culture track, the management skills track, the team-building track, the strategy-structure track, and the reward system track. These tracks serve as ?leverage? points for almost any organization to take on radical change. Each track has certain emphasis on what it actually means. For instance, track 1 enhances trust, communication, and information sharing. The disadvantage to this system is that it usually is meant for good organizational sustainability, and is not really meant to solve an issue, but can if looked at in a different manner. For example, if a company is lacking in one department or track, then hopefully by focusing on this track will help the company. This doesn?t necessarily mean that it will solve the issue, though. The causal model of organizational performance and change suggests different linkages that typically hypothesize how the company performance is affected by factors coming from internal as well as external issues. The model is centered on 12 organizational dimensions. Some of the dimensions are leadership, structure, systems, and work unit climate. The disadvantage of this model is that it is very complex. Another disadvantage is that it may contradict itself. In other words, the organizational change may be coming from one of the dimensions rather than by internal or external factors. The congruence model is about an organizations performance by way of four elements consisting of tasks, people, structure, and culture. The higher the compatibility within these elements, the greater the performance is said to be. For example, if a company has excellent workers but the culture is mildly bad, then their excellent working skills will not be taken full advantage of. The problem with using this model is that it is problem focused rather than solution focused. It is however, very helpful in providing a checklist for those involved in making the change within their organization happen. The 7s model consist of 7 different elements broken down or separated into two groups, the hard elements and soft elements. The hard elements consist of strategy, structure, and systems. The soft elements consist of skills, style, and staff. Hard elements consist of organizational charts and reporting lines. For Mr. Yankowski, it would have been advisable that he take advantage of using the appropriate model and I would have suggested the sharp-image model, which focuses on the following: ? Gathering data to understand the problem ? Use of theoretical models targeted to the specific needs ? The development of a model to identify the root causes of the issue ? Feedback on relevant data to clients Understand the problem first and using the model to identify the root causes of the issue would have been quite suitable in this situation. If the underlying cause was found and understood, further catastrophe could have been avoided at all costs. References A Causal Model of Organizational Performance & Change (Burke & Litwin Model) | Reflect & Learn. (n.d.). Reflect & Learn | Learning together about Organizational Assessment. Retrieved January 31, 2011, from http://www.reflectlearn.org/discover/a-causal-model-of-organizational-performance-change-burkes-litwin-model Causal Model of Organizational Performance and Change (Burke and Litwin). (n.d.). 12manage - The Free Management Encyclopedia and Network. Retrieved January 31, 2011, from http://www.12manage.com/methods_burke_litwin_model.html Corporate Strategy of Palm Inc.. (n.d.). Janhoo.com - Premium Ad-Free Email, Search Engine And News. Retrieved January 31, 2011, from http://www.janhoo.com/skole/university/palm.html Organization Development. (n.d.). Upload & Share PowerPoint presentations and documents. Retrieved January 31, 2011, from http://www.slideshare.net/aman22jan/organization-development-presentation Organizational Development: Organizational Diagnostic Models. (n.d.). Organizational Development. Retrieved January 31, 2011, from http://armandojusto.blogspot.com/2009/04/competency-profiling.html Organizational Diagnosis and Development. (n.d.). RapidBI - Rapid Business Improvement through effective management, leadership & business methods. Retrieved January 31, 2011, from http://rapidbi.com/created/OrganizationalDiagnosisandDevelopment.html "
Paper#12214 | Written in 18-Jul-2015Price : $25