An Experiential Approach to Organization Development - Term Paper Example

? Diagnostic Model/Technique and the Organizational Development and Political Approaches to Organizational Change Compare and Contrast of Three Different Diagnostic Models/Techniques The organizational diagnosis is one of the vital attributes for proper functioning of an organization and data from the organizational diagnosis is enormously significant for maintaining happy and contended human work force in an organization. The organizational diagnosis is particularly important when the organizations face new challenges in the international business environment. The organizational diagnosis helps to recognize the most vigorous organizational systems and procedures and suggests for the improvements in order to achieve the strategic goals. The notion of organization diagnosis can also be used in the comparable manner as medical model. For example, initially the physician performs tests, gathers fundamental information and assesses the information to recommend a path of treatment. Similarly, the organizational diagnostic models also follow the same procedure to collect the essential information about the organization, in order to analyze the data with the aim to provide a suitable organizational analysis (Tichy, Hornstein, & Nisberg, 1977). As organizations are viewed as systems, the organizational diagnosticians utilize various models or techniques for analyzing the actions and the methods within the structure which are vital for organizational development. These include Weisbord’s Six-Box Model, group level diagnostic tools and data collectors’ methods (Leadersphere, 2008). In the year 1978, Marvin Weisbord, an American analyst, shaped a six boxes model as one of the diagnostic tools for assessing organizational efficiency. He recognized six vital areas through which 'things must go right' and become internally dependable for an organization to be successful. This includes purposes, structures, relationships, leadership, rewards, and helpful mechanisms. The purpose of an organization according to Weisbord is the enhancement of organization’s operations, culture and goals. Structure is described as the method in which the business is controlled by function, by product, by program, or by project. The practices in which populace and units interrelate can be termed as relationships. Moreover, in the relationship dimension, the ways in which employees interact with modern technology in order to simplify their work is also included. This may lead to rewards which comprise both intrinsic and extrinsic types. The leadership box deals with typical leadership tasks that create the balance among the other boxes. Finally, this leads to ‘helpful mechanisms’ dimension that encompasses planning, calculating, accounting, and information systems that help to meet the organizational goals. The external environment is also portrayed in the model, but is not represented inside the ‘box’ (Weisbord, 2011); (Weisbord, 1978). Weisbord’s Six-Box Model Source: (Leadersphere, 2008) Weisbord’s six box model recognizes inputs such as the money, the people, the ideas, and the machinery which are used to accomplish the organization’s mission whereas the outputs are the finished products and services. This model also highlights about the gap which is created due to the formal and the informal behaviors followed within the organization, which is ultimately responsible for the effectiveness of the organization. The other factor which is also focused in the model, deals with the coordination between the organization and the external environment. Thus, it can be stated that Weisbord’s six box model focuses primarily on the internal issues within an organization which are generally accountable for synchronization between “what is” and “what should be” (Leadersphere, 2008); (Reflect & learn, n.d). The Weisbord’s six box model has certain strengths as well as weaknesses. The model is quite easy to understand. Moreover, it can be effectively implemented in order to develop the organizational situations. Weisbord included organizational politics as an essential part of the organization as it helps in successful adaptation of the changes within the firm. Similarly, on the other side, the distinction between the formal and the informal systems of the organization is quite simulated. No empirical data can be validated from the model as well as it focuses on goal setting theory rather than other theories such as systems theory and shared value theory among others (Proven Models B.V., 2011). Group level diagnosis is a comprehensive diagnostic framework to be employed in an organization and within groups. Numerous large organizations have groups or departments that are moderately large. Large groups or departments function just as organizations, and the performance can be evaluated by analyzing them as identical business firms. These groups normally consist of a few numbers of people working face-to-face in a common task. These groups can be permanent and can execute an enduring function, or can exist temporarily in order to perform a certain task. Group level diagnosis framework includes three parts i.e. inputs, design and outputs (Zainbooks, 2008). Group level Diagnosis Source: (Cummings & Worley, 2008). Organizational design is considered as the chief input of group design. It contains the design components including technology, structure, measurement systems, and human resource systems, and organization culture. Technology can determine the uniqueness of the group’s performance whereas structural systems can identify the level of harmonization among groups (Cummings & Worley, 2008). The human resource systems include performance appraisal and reward systems, which play an important role in shaping the operation of the teams. The design component includes goal clarity, task structure, group composition, group functioning, and performance norms. Goal clarity refers to analyzing and understanding the nature about the objectives of the group. Goals of the organizations should be reasonably challenging so that it can motivate the employees of the organization. Moreover, a method should be present in the organizations for calculating, monitoring, and feeding back information about the achievement of goals. This can be possible only after clear understanding as well as acceptance of the objectives by the employees. The other vital aspect is task structure. It deals with the designing of the work of the group (Cummings & Worley, 2008). Task structures can also differ due to two key attributes such as coordination of the efforts of the members’ and regulation of their job behaviors. Coordination is essential for the groups performing mutually dependent tasks. Group functioning is the basic component of a group. The coordination among the members of the group is very essential as it affects the performance of the tasks. Group composition is an additional influential factor which describes the demographic variables such as age, education, experience, which can affect the working culture of the group. Group norms are the rules and the regulations which are imperative for the members performing the jobs of the group and are developed from the communications among members of the group. The output part contains performance and quality of group. However, group level diagnosis includes a certain negative impacts such as mismatch between the performance of the teams, norms, interpersonal relations, culture and task related education. In addition certain other factors include autocratic approach towards decision making, conflict among the members, ineffective way of problem solving and dissatisfaction among others (Zainbooks, 2008); (Johnson Graduate School Of Management, Cornell University, 1984). Organizational development is dependent on organizational diagnosis. The process of diagnosis deals mainly on the appropriateness of collected data. Data collection method is the process of gathering data or information on certain particular organizational features such as input, design mechanism and productivity. This process ascertains an efficient relationship between the organizational diagnosis practitioner and the data collection techniques as well as those for whom data is collected. Four techniques are used in this method such as questionnaires, interviews, unobtrusive measures, and observations. The main objective of data collection method is to obtain valid and reliable data which can enhance the underlying issues as well as improve the level of commitments of the members towards the organizational change. In addition, data collection method also supports in development of mutual relationship which is necessary for organizational change. Thus, it can be stated that relevant and apt data can only lead to effective organizational diagnosis but often discrepancies arise due to inaccurate information (Johnson Graduate School Of Management, Cornell University, 1984). Conclusively, it can be stated that all the diagnosis methods comprise of both positive and negative sides. Weisbord’s six box model is quite unsophisticated and simple to understand but provides no pragmatic data and focuses mainly only on goal setting theory. Group level diagnosis model facilitates in attainment of the objectives of the group but often due to disparity between the performance of the teams, norms, interpersonal relations, culture, organizational politics and task related education, it creates a negative impact. The data collection method can also facilitate in organizational diagnosis only if the members coordinate while providing information about organizational features. Moreover, the internal organizational politics also can hamper the process of organizational diagnosis or development. Conflicts among the members of the organization due to differences in education, technical skills, culture, religion, grade, sex and job dissatisfaction factors largely hinder the path of organizational development as well as at times autocratic decision making also provides a negative impact on a firm’s performance (Cummings & Worley, 2008; NTL Institute, 2011). Lentil as Anything ‘Lentil as Anything’ was a dream restaurant introduced by a migrant of Australia, Shanaka Fernando, with the vision only to serve good food to the people at free of cost. There was no money and no experience but only the visualization. ‘Lentil as Anything’ was started in a most unconventional manner with no rules, no business plans and no resistances. Initially, there were 100 employees from 25 different nationalities but all shared a uniform vision as all survived on ‘Lentil as Anything’. The only objective of Shanaka Fernando was, “Everyday Lentil”. This signified to supply high-quality food to all people every day whether they earn enough profit or not. At the primary stage, he started with second hand equipments and utensils in order to fulfill his delusion. ‘Lentil as Anything’ was a sort of amateur restaurant which presented money boxes to customers instead of cash for the meal. The idea behind was to receive the money as per customer satisfaction and affordability. In this way, it became a well known vegetarian place for all castes and also it started supplying foods in school canteens. ‘Lentil as Anything’ not only provided healthy food to students and customers but also played a vital support to the new migrants of Australia by offering jobs, driving lessons as well as English coaching classes. Through ‘Lentil as Anything’, Shanaka, Fernando wanted to help and change the life of the people generously. ‘Lentil as Anything’ shared a familiar family atmosphere with equality and uniformity among all. This led Shanaka Fernando to win the national recognition in Australia but unfortunately the dream started to change into a nightmare. ‘Lentil as Anything’, the only hope of many people was at a stage of foreclosure due to huge debt of money. The biggest creditor was the fruit and vegetable supplier of ‘Lentil as Anything’. Moreover, ‘Lentil as Anything’ could not even pay wages to its employees. There aroused a problem of crisis which threatened its sustainability in the market. This exaggerated its brand image by declining its quantity of customers in the restaurant and also affected the school canteen. In order to cope up with this crisis situation, Mr. Shanaka Fernando decided to expand Lentil by opening a new restaurant in Sydney which can provide good quality foods and services to the customers. At the moment, money was the only necessity that can retain the restaurant’s position in the market as well as among the creditors. But unfortunately the whole place was destroyed due to fire which led to wastage of AUD $ 30,000 of investment. This resulted in collapse of ‘Lentil as Anything’ group due to high financial trouble as well as loss of main managers (Grace and Ramesh). This is considered as the most critical situation for ‘Lentil as Anything’ in order to change or survive in the long run. Then, it was decided to hand over ‘Lentil as Anything’ to another financial organization in order to preserve the organization in the market. Soon after, the best available chef and hospitality manager was hired. The customers were served all types of preferred vegetable items in a buffet system which acted as a boon for ‘Lentil as Anything’ and this had drastic impacts. The orders of food doubled as well as numbers of customers also enhanced. In order to augment fund raising, ‘Lentil as Anything’ organized a party which included celebration between community and culture along with singing, dancing and good food. It was a remarkable night as it saved ‘Lentil as Anything’ from being bankrupt and also improved its financial condition. Thus, it can be stated that any decisive situation can be tackled, if everyone support each other and work in a group or team. In this documentary of ‘Lentil as Anything’, group level diagnosis method can be used. It is an uncomplicated diagnosis framework for groups or organizations. This includes analysis of technology, human resource as well as structure of the group or team. It also includes proper distribution of tasks among the employees of the group. The task can be attained only through mutual coordination among the members and through better utilization of technology by the human resource of the group as well. In addition, accomplishment of organizational goals can be possible only after clear understanding and acceptance of the objectives by its employees. Uniformity and harmonization are the vital components of this type of diagnosis method, which can be clearly observed in case of ‘Lentil as Anything’. In spite of pending wages and distorted situation, employees of ‘Lentil as Anything’ continued their duties and shared a uniform friendly atmosphere. This can be possible only due to uniqueness among employee behavior, mentality, experiences, skills and cultures. Collective operation of every constituents of the group level diagnosis method in an effective manner, results in the final outcome. Thus, it can be stated that as all the employees have a common vision, the financial position of ‘Lentil as Anything’ can be finally improved and the restaurant can attain sustainability. Thus, mutual coordination and effort acted as a boon for ‘Lentil as Anything’ to recover from its critical crisis situation. Hence, it is evident that through mutual support, any catastrophic situation can be handled easily, which is clearly observed in case of ‘Lentil as Anything’ documentary. Thus, the dream of Shanaka Fernando, “Everyday Lentil” can finally become successful. References Cummings, G. T., & Worley, G.C. (2008). Organization development & change. United States: Cengage Learning. Johnson Graduate School of Management, Cornell University, (1984). Groups in context: a model of task group effectiveness. Retrieved from http://www.jstor.org/pss/2392936 Leadersphere. (2008). Organizational diagnostic models a review & synthesis. Retrieved from http://www.leadersphere.com/img/OrgmodelsR2009.pdf NTL Institute. (2011). A methodology for process-oriented organizational diagnosis. Retrieved from http://jab.sagepub.com/content/13/1/53.short Proven Models B.V. (2011). Six-boxes. Retrieved from http://www.provenmodels.com/23 Reflect & learn. (n.d.). The Marvin Weisbord six-box model (Weisbord’s Model). Retrieved from http://www.reflectlearn.org/discover/the-marvin-weisbord-six-box-model-weisbord%E2%80%99s-model Tichy, N. M., Hornstein, H. A., & Nisberg, J. N. (1977). Organization diagnosis and intervention strategies: Developing emergent pragmatic theories of change. New York: Human Sciences Press. Weisbord, R. M. (1978). Organizational diagnosis: a workbook of theory and practice. United States: Addison-Wesley Pub. Co. Weisbord, R. M. (2011). Six-box model. Retrieved from http://www.marvinweisbord.com/index.php/six-box-model/ Zainbooks. (2008). Diagnosing groups and jobs. Retrieved from http://www.zainbooks.com/books/management/organization-development_18_diagnosing-groups-and-jobs.html Bibliography Burke, W. W. (2010). Organization change: theory and practice. United States: Sage. Brown, D. R., & Harvey, D. (2010). An experiential approach to organization development. United States: Pearson Education. Dunphy, D., & Stace, D. (1993). The Strategic management of corporate change. Retrieved from http://hum.sagepub.com/content/46/8/905.abstract Elliot, G., Rundle, S.T., & Waller, D. (2010). Marketing. Australia: John Wiley & Sons. Shapiro, A. (2010). Creating contagious commitment: applying the tipping point to organizational change, 2nd edition. United States: Strategy perspective. Read More