Seven Elements Which Jointly Establish the Operation of an Organization - Coursework Example

Change Management Name Institution Date Change Management 1 Question 1 Introduction A successful diagnostic model enables an organization to identify reliable data to assist customers to better understand the strengths, weaknesses as well as opportunities for improvements in an organization to later on communicative a targeted intervention and measurement strategy. In order to successfully enhance performance in an organization, organizational development experts should be aware of quantitative and qualitative techniques and the various diagnosis models to select the most suitable, provided the intervention’s goals, resources in addition to organizational culture and context (Avery, 2011). An effective diagnosis model assists the customers to increase their understanding regarding the gaps within the organization that need attention and the needed resources to improve focus change interventions. A successful diagnostic model specifies its degree of analysis, its boundaries, the interaction between variables, efficiency principles as well as evaluative criteria. Furthermore, a diagnostic model should analyze the organizational internals and externals, indicating the macro eventualities and macro procedure to support the management of the change, and elevate organizational success (Miriam, 2011). The 7s Framework This model illustrates seven elements which jointly establish the operation of an organization. The seven elements are interconnected and hence form a structure that preserves the competitive advantage of an organization. The logic in this model is that competitors can copy any of the elements but cannot manage to copy the multifaceted network of interrelationships between them (Taylor, 2007). The basis of this model is that for the organizational performance to be a success, the seven components should be aligned and jointly reinforced. Therefore, the model is useful is identifying what should be realigned to enhance organizational performance, or to sustain configuration during other kinds of change. Whatsoever the kind of change, reorganizing, new procedures, organizational merger or even leadership change; the model is important in understanding the interrelation of organizational components and hence ensure that the broader effects of changes made within one area is addressed (Taylor, 2007). The 7s Framework Diagram (Taylor, 2007) Shared values: This refers to the organization’s core values that can be indentified within the organizational culture as well as the common work ethic. Staff: Staff is the number of and kind of individuals employed by the organization. Skills: This includes the learned abilities of the workers in the organization. Style: This is about the work culture within the organization. It also includes the leadership style within the organization. Strategy: This refers to the organizational plans for allocating its resources to accomplish given organizational goals. Systems: This refers to the everyday processes and activities that employees carry out to get things done. The strength of this model is that it provides an understanding for the internal organizational workings. The model is important in identifying competitive advantages and reasons why an organization does not operate successfully. The &-S framework offers a direct for organizational change and therefore the model identifies the interconnected elements that influence the capability of an organization to change (Taylor, 2007). The weakness of this model is that the interrelationships among all seven elements imply that momentous progress within one element will be intricate without working on other elements. All elements must be worked on, and not just one or two elements (Bryan, 2008). The Six-Box Model The six-box model has six features to center the organizational diagnosis: the strategy, system, rewards, internal relations and valuable processes and leadership in the organization. Environment surrounds the six-box model even though it is not included within the model and for every aspect, the model has particular questions. This diagnostic model focuses on analyzing the regions of dissatisfaction as the beginning point, establishing organizational outputs whereby the external clients and internal producers are not satisfied. As a result, the participants identify the causes of dissatisfaction within the six aspects of the model. Internal producers are the main decision makers who solve the areas of dissatisfaction (Hunter, et.al, 2006). For every box, the following kinds of gaps are identified: Gaps between what is taking place and what should be carried out. Gaps between what is essentially performed and what workers and managers say they do, this means the gaps between the official and surfacing elements of organizational behavior. Gaps among organizational elements as well as layers, encompassing gaps in and between boxes (Hunter, et.al, 2006). The leadership aspect located at the center is linked to other five aspects since leaders play a big role within the success of an organization. The Six-Box Model Diagram (Hunter, et.al, 2006). This model is simple to use and can be understood easily by the clients. Nevertheless, this is the main weakness of this model since it does not have theoretical groundwork to establish the real existence of gaps, and their level of impact on the entire success of the organization. In addition, the model does not provide a solid curse of action to seal the established gaps provided the internal cases of dissatisfaction (Stahl, 1997). Congruence Model According to Miriam (2011) this model examines the aspects that affect the success of the change process within an organization. The model assists in understanding the dynamics of what takes place within an organization during a change process. The basis of this model is that organizations are perceived as sets of interrelating sub-systems that analyze changes within the external environment. The main weakness of this model is the political backdrop since it emerges as one of the sub-systems (Surel, et.al, 2006). Essentially, the basis of this model is that the performance of an organization is developed from four aspects, namely; tasks, individuals, configuration in addition to culture: the greater the congruence amongst these aspects, the higher the organizational performance. For instance, if an organization has excellent employees, but the organization culture does not favor their working, the excellence will not shine through. Similarly, an organization can have latest technology and excellent processes for supporting decision making but in case the culture within the organization is highly bureaucratic, decision making process will not be excellent. To evade this kind of incongruence, this model provides a methodical method of considering the root aspects that compel the organizational performance. The diagram below illustrates the four vital aspects to organizational strategy and performance (Richard, 1997). Congruence Model Diagram (Howard, 2000). The Work: This aspect presents the daily activities performed by people. Procedures, plans and pressures on the person and existing rewards should be considered in this aspect. The People: This aspect entails the expertise and features of the individuals working within an organization. For instance, what are their prospects or what are their conditions? The Formal Organization: This is about the structure, schemes and policies in the organization. In particular it is about how an organization formally organizes its activities. The Informal Organization: This tackles the unplanned, unrecorded actions that come out with time, for example power, control, values along with norms. Accordingly, for successful change management, all four elements could be tackled. For instance, if one element is changed, for example work carried out within an organization, the other three elements should also be changed (Taylor, 2007). The strength of this model is that it offers outstanding checklist for those concerned with instilling the change in an organization. The model is also exceptionally excellent establishing the reasons why changes never worked. Therefore, the model identifies the parts of organizational system that requires adaptations as well as the unplanned impacts of the changes within other components of the organizational system. However, the key weakness of this model is that it focuses on the problem instead of focusing on the solution. Additionally, this model does not have any reference to the strong impacts of a guiding vision, or to the need for establishing and accomplishing organizational goals (Taylor, 2007). Question 2 The six box model will be used in carrying out the analysis. Purpose is the first one within the six box model. It is about the route that the company has selected to competitive success and also implies the kind of business Jamie is in. in this case, it involves convincing the Huntington people to stop eating processed foods and in turn convince the customers who are the Huntington people the importance of changing their diet from eating processed foods and snacks and adopting the healthy lifestyle which include eating cooked food. The main Jamie’s challenge is to get the entire community cooking again and making foods with fresh ingredients; getting the Huntington people to reconnect with their food and change their way of eating. The second step is the structure. In my view, the structure of Jamie’s business is clear. For example, the business clearly defines the future of its key markets since Jamie provides a clearly target market who are the Huntington people and specifically school children. Jamie targets schools, lunch ladies as well as local families to provide an effective platform of convincing the society the importance of feeding the children with unprocessed foods and fresher, healthy foods (MacPhee, 2007). The next step is the rewards There should be rewards to offer incentive to people who adhere to the proposed diet. For example, the parents who cook for their children the right diet and avoid giving them processed foods can be awarded with a pack of fresh ingredients. Accordingly, the next step in the six box model is helpful mechanisms. Jamie should win the support of both teachers and the parents. In this regard, Jamie opens a kitchen within Westwood, with the aim of offering educational tools to fight the obesity pandemic. Moreover, he attends school lunch convention and stages an impressive demonstration. He also establishes a healthy fast food menu within a local drive-thru café (MacPhee, 2007). Additionally, the issue also deals with the diet change. Jamie wants his diet to be adopted, but lacks cooperation in regard to product (Kaluzny, 2000). When he attends the lunch conference, he establishes that there is a seminar promoting usage of flavored milk within schools. Again, after staging the impressive demonstration, it does not meet the community’s expectations. The next step is relationship. The contemporary business organization essentially on the cultural diversity, though, because exist of cultural diversify; the conflict ought to have taken place within the business. The business lacks a powerful configuration and rejuvenated corporate culture founded on innovation and competitiveness. The last episode demonstrates the intricacy in tackling an entrenched cultural problem. By attempting to be the outsider to bring change on Huntington people, Jamie ignored the Appalachian West Virginia culture. This should be corrected through involving the local community as well as professional bodies who are and have been handling such matters to support an integrated community effort. Still, with the unified community approach, it is possible to have Jamie’s strategy incorporated within federal legislative influence change to necessitate healthier school foods. The last step is leadership. This is the most important step since only leadership can balance the six box model (Espinosa, 2004). Jamie is a very strong character and motivating, the reason his strategy is likely to succeed. The main aim of Jamie is to ensure that the changes are sustainable and he is aware that it will take the resources of the entire community. The reason why I used the six box model in the analysis is because this model enables coordination of all behavior influence for greatest impact. Balancing the behavior system influences has an effect on any particular behavior and this helps in achieving maximum return on investments that the business makes in people, who in this case are the Americans. Sharing the six box model functions within the business will result into a collective understanding and also harmonized implementation of each and every intervention. In addition, this model is simple to use and can be easily understood and also it is possible to change only the components that need change without changing all other components (Garrison, 2007). Conclusion Jamie’s business has an excellent strategy since it promotes healthier eating habits through encouraging people to prepare food from fresh ingredients. Nevertheless, the cultural aspect of the business needs to be changed to make the service’s provisions more efficient. The six box model is very applicable here because it is possible to change one aspect of the business without changing the other aspects, unlike other models; Congruence model and The 7s Framework, which require all the aspects to be changed. References Avery, J. (2011). The Model of the Future. The Wall Street Journal in New York. Bryan, L. (2008). Enduring Ideas: The 7-S Framework. McKinsey's New York office. Garrison, D. (2007). Faculty of Continuing Education, the University of Calgary. 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