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Table of Contents 1.0. Introduction 1 1.1. Background 1 1.2. Rationale for the study 3 1.3. Research aims objectives, research questions and hypotheses Research aims and objectives 4 Research hypotheses 6 2.0. Literature Review and Conceptual Framework 2.1…
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Data Analysis 18 Organizational variables and gender 19 Organizational variables and the profile variables: age, civil status, ethnicity, socioeconomic status, position and work experience 19 3.7. Resources Needed 20 4.0. Timetable and References 4.1. Timetable 21 4.2. References 22 4.3. Bibliography 25 5.0. Appendices 5.1. The Research Instrument 26 5.2. Coding Guide for the Survey Responses 30 5.3. Interpretation Guide for the Organizational Diagnosis 31 An organisational diagnosis of General Guardian Insurance Limited using the Weisbord six-box model : Inputs for internal strategy formulation 1.0. Introduction In a general context, organisational diagnosis may be defined as a tool by which specific knowledge pertaining to reality in an organisation may be established in order to guide managers and other decision makers in understanding the organisation as well as its essential elements, and in formulating necessary interventions (Grave, Gimenez, Mendez & Crubellate, 2001). An organizational diagnosis may be likened to a general medical check-up where individuals submit themselves to, not because there are perceptible or felt symptoms, but as a precautionary measure for health promotion. However, more often than not, people undergo a medical examination just a little too late when symptoms of illnesses are already apparent. In this regard, the old cliche that “an ounce of prevention is better than a pound of cure” also proves true not only for humans but also for organizations. Organizational diagnostics, like medical doctors, are applicable both for routinary check-up or as inputs for the formulation of interventions when issues arise which tend to compromise the overall efficacy of an organization. 1.1. Background Guardian General Insurance Limited (GGIL) was established some nine years ago as a purely property and casualty insurer. GGIL is not, however, a newbie in the insurance market. In fact, GGIL can boast of its 50-year experience under the wings of Guardian Holdings Limited (GHL). As the new millennium dawned, GHL acquired a couple of big insurance companies in Trinidad – the NEM Insurance Limited, which specialized in property and casualty insurance in Trinidad and Tobago; and the Caribbean Home Insurance, which also maintained health insurance portfolio in addition to their property and casualty business in Trinidad and Tobago and Barbados. To date, GGIL is the largest property and casualty insurer which is purely Caribbean owned (GGIL, 2010). In the most recent statement published by GGIL top executives, management straightforwardly reported a loss of 821 million dollars, the organization’s biggest loss in history (Jack & Mack, 2010). The two executives, however, assured their clients that the GGIL board of directors “have the ability to analyze, and the skill to execute, on good acquisitions” (Jack & Mack, 2010, p. 6). Additionally, Jack and Mack (2010) affirmed that experiencing losses in any business is not acceptable and that the size of the loss is definitely painful. The loss was also admitted to be self-inflicted as a consequence of poor judgement on one acquisition. In spite of these developments, GGIL was declared to remain ‘solid as a rock’. Meanwhile, Tam-Marks (2006) maintained that the insurance industry in Trinidad and Tobago is now being regulated through risk-based examinations, as opposed to the previous practice of compliance-based and transaction-testing examinations. The present regulatory framework in Trinidad and T
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