Research Proposal on "Diagnostic Analysis Organizational"

Research Proposal 9 pages (2722 words) Sources: 10

[EXCERPT] . . . .

Diagnostic Analysis

Organizational analysis is the process of evaluating the development, personnel, operations, and work environment of an organization (Perow, 2005). Carrying out a consistent and detailed analysis of an organization is useful in identifying the problems and inefficiencies within an organization. It identifies the unknown challenges, as well as strategies for dealing with them. Any organization is a social entity comprising three dimensions namely Corporate image, Purpose, and Future. The corporate notion identifies that the organization comprises of groups of individuals with a common goal. The Purpose of the organization steers it toward attaining a particular goal. The purpose of majority of organization stretches from making profits to offering medical cover. The future paradigm defines the intention of the owners beyond the achievement of an action.

Case study

Upon the entry of a new president, the board of the MBUSA embarked on a journey toward accessing the organizational capacity of the company and applying a 3-stage strategic plan. The board had sacked the former CEO in the wake of a failed merger with Chrysler and hard economic times. The 2006 recession forced the company to undertake a series of measures aimed at maintaining the company's share in the market. Building on past success, the board sought to contract a transformational leader who would steer the company through an evaluation process and apply effective diagnostic measures (Lance, 2006). Upon assuming office, the new president carried out an organizational analysis process that also reflected the employee's contributions. The diagnostic analysis involved managing

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the problem a hand using a three-step action plan for implementation by the different players in the organization. The strategic plan design reflected measures aimed at restoring the motivation of the associates in the midst of difficult times.

Mercedes Benz-USA

MBUSA is the sales and marketing wing of the German car maker. It is responsible for 20% of the overall worldwide sales. In late 2006, the company moved from a stumpy associate satisfaction to position 15 out of 100 in the list of the best companies to work with. The survey featured in Forbes Magazine. Analysts marveled at the performance of the company in the face of a crippling recession. The answer lies in the approach the company's executives adopted.

In 2006, the company encountered a series of obstacles. The impact of the unsuccessful merger with Chrysler was still fresh. The event greatly weakened the customer and dealership working relationship. The economic recession further slowed down sales, forced various cost cutting measures, and weakened the engagement of many associates. One of the intervention strategies the board undertook was to change the top management of the company. The company contracted a new CEO who would also be the company's president. The new executive adopted strategies aimed at evaluating and improving the culture of the company. The incoming president termed his strategy as "the common sense approach."

Ironically, the president described his common sense approach as an approach that is not very common. At the 2011 dealership conference, the new president unveiled the "common sense" plan that comprised of three stages of implementation.

The strategic plan

The first phase involved the establishment of a baseline throughout an all-associate survey. The survey included an organizational health and fitness diagnosis. It involved determining the current position of the organization through the SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis. The implementation of the framework was stretched up to the second stage. The president maintained that such knowledge would aid in defining possible solutions and open new trading grounds for the company. The board made substantial efforts in communicating the company's values and vision. This was crucial as investors and associates felt lost in the wake of the internal and external factors affecting them (Mulliro & Heitor, 2004).

The second stage involved finding common themes and developing an action plan. This stage involved the identification of areas of focus (Plunkett, 2006). This included leadership, associate satisfaction, effectiveness, and engagement of associates with the company's identity. In part, the company designed several feedback programs and specialized development plans. Compensation, recognition, and communication efforts emerged through a series of techniques. Some of the methods employed stretched from clarifying the compensation mechanism to sharing a consistent scorecard of the organization's performance. Several campaigns and initiatives took place to boost associates' connection to the company's brand. This also comprised of several internal communication campaigns and video contests.

The third step majorly dealt with accessing the implementation of the first two steps. It involved a diagnostic analysis designed to keep the strategy going. The stage also entailed winning the loyalty of both the staff and the executives. Commitment was essential, and it helped shift focus from short-term goals to long-term ones. Great emphasis was placed in the sales and marketing department. The tone at this stage maintained that early gains should not be given much importance. Maintaining the momentum was important as it would guarantee long-term success that would stretch for a long time.

The approach the company adopted accomplished satisfying results. Associate engagement was impressive in the midst of an industry that has suffered over the past years because of economic constraints. The diagnostic program increased the profitability of the company by 20% since it undertaken. The company rose up to position 45 before attaining position 15 in Forbes list of best companies.

SWOT Evaluation

The approach assumed by MBUSA reflects general principles that most companies faced with internal and external problems. Most of the ideas in their approach imitate the system of ideas applied by large multinational companies faced with recession problems. Applying the SWOT framework enabled the board to come up with customized solutions for the company. The framework was useful in understanding the weaknesses and strengths of the companies, as well as the opportunities and possible risk factors facing the company. This helped to carve a considerable niche in the market. The framework was effective in determining the position of the company in terms of its financial muscle and market share. The financial statements came in handy as they reflected the company's financial performance in the face of the recession. The publication of the financial statements facilitated the communication between the executives, the associates, and the members of staff. All areas of financial performance of the company came to the fore, and suitable recommendations forwarded.

The framework helped in identifying the constructive forces that operate within the company's environment. The framework also helped to classify the problems of the organization into internal and external categories. Realization of the problems would inform the process of addressing each of them. SWOT analysis also filled the communication gap between the board and staff. It also opened room for employee participation and consultation.

Organizational theories

An organization is a social entity designed and managed to accomplish a specific need or to track collective goals. Organizations comprise of a management function that determines associations between the various activities and the members. The management function in organizations rests in assigning roles, authority, and responsibility to undertake various tasks. Organizations are open systems influenced by their environment. For any business, the environment comprises of a set of exterior situations and forces that are capable of affecting the organization. The environment consists of the customers, business competitors, social trends and various additional forces and conditions. Every action undertaken by an organization causes some degree of change in its environment. The influence of most organizations limits to causing change in the respective industry only. Understanding the type of environment around a business is important to its executives. This is because the environment acts as a source of raw materials for the organization. No organization is self-sufficient. The organizational environment is also crucial because it contains the possible threats and opportunities that face the organization. The organization is thus a product of its environment. To fall in line with the demands of the environment, an organization develops a series of behaviors known as organizational behaviors. The organizational behavior forms the organizational culture in the course of time.

Evaluation using organizational theory

The approach adopted in the case study imitates aspects of the organizational theory. In the modern economic landscape, the prosperity of a business relies on the success of management strategies (Perow, 2005). Organizational theory offers a clear introduction to tested and effective methods of organizational management. The theory studies formal organization, the bureaucracies and systems, as well as the environment in which the organization operates. Organizational theory looks into aspects of organizational behavior and human resource.

Organizational theory encompasses the analysis of organizations from various perspectives, levels, and methods. "Micro" organizational theory specializes in groups and individual dynamics in organizations. "Macro" organizational theory centers it analysis on whole industries and organizations and looks into how organizations adapt, the structures, strategies, and contingencies that guide them (Mueller, 2000). In line with the two levels, analysts have suggested the expansion of the theory to include aspects of power and the networks of personalities in organizations. This includes an analysis of how populations within an organization relate.

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Quoted Instructions for "Diagnostic Analysis Organizational" Assignment:

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Purpose

The purpose of this diagnostic analysis is to create an opportunity to use the ideas and concepts discussed in the course in the analysis of a real organizational situation. The situation may be drawn from your experiences, or if you are not working or do not have a frame of reference, then research an organization through the online library (www.greatplacetowork.com/). Your choice of the situation is important and will take considerable judgment and discretion in deciding whether it is feasible to use it for the purposes of the papers. Discretion and confidentiality are of utmost importance in this analysis. So, disguise the source of the case study (unless it is drawn from public record) through use of appropriate pseudonyms.

Learning objectives of the Final Paper:

Identify an organizational situation for the purpose of analysis (the situation must be sufficiently complex to generate enough material to satisfy the requirements as outlined below)

Analyze how the images, concepts and theoretical frameworks help to make sense of the situation

Construct a case study that relates evidence to theory and provide an appropriate analysis and explanation of the situation described

Organizational Analysis in a Nutshell

Organizational analysis is the ability to examine an organization/organizational situation so that its fundamental characteristics are made clear. It is not simply spotting problems and applying appropriate solutions. It asks the questions: What is going on in the situation that I am analyzing? How can I account for its characteristics and the way they are changing? How can I make sense of the situation and arrive at an interpretation that allows me to say something concrete about it? In a nutshell, organizational analysis involves a process of thinking about a situation, constructing and reconstructing it in different ways that seems consistent with its organizational norms/culture. The goal is to provide insight for a basis for action. You can view this as getting to the root cause of the problem/issue. If done well, then the appropriate course of action for managing or changing the situation will become apparent.

Throughout the course we will be examining different theories and ways of viewing organizations. Each way provides a *****lens***** that highlights different aspects of the organization. If you think of a pair of glasses, there are different lens for different people that help them see clearly. Just as individuals have different lens, you will apply the lens in varying effects to your individual situation. Your task is to attempt to view through the different lens (theory, metaphors, and conceptual frameworks) to make sense of the situation that you are analyzing.

Process Steps:

Choose an organization to analyze.

Provide a brief account of the nature of the situation being investigated. This account should have sufficient information for the reader to understand the nature of the organization and its context. This will include information on the age, size and history of the organization, the product or services it provides, and the general nature of the environment. Basically, this is the background information so that the reader can be ***** with the industry and the general trend that it is facing. I suggest doing this when you select the situation for analysis (preferably within the first week). Chapter 10 of Images of Organization is a good place to start.

Apply the relevant theories, metaphors, or images through which you can see and understand the organization you are studying. Morgan (1998) is a good place to begin. As you read the chapters, an image or metaphor will emerge through which you can see and understand the organization you are studying. It is your job to try and apply these ideas to practice, identifying the detailed ways in which the different metaphors relate to your particular organization. For example, one of the images that Morgan (1998) discusses is organization as machines. Look at the topics in your text and apply them to your situation. Ask yourself the question: How does this metaphor relate to the organizational situation which I am studying? Look at the politics, economic and environmental influences, technology, culture, communication patterns, etc. What you are doing is linking the theory and practice and providing a basis for each stage of the analysis; looking at the organization from different points of view.

Your diagnostic analysis involves consideration of the literature. What you are doing is using the information from the reading and judging the significance of its application in the organization. For example, you may find that your case is best understood as a situation of organizational politics, one of classic bureaucracy, or one which is best understood in terms of the inability of the organization to adapt to its environment. Now you have determined the root cause of the problems. Some people call this contextual analysis. Then, you will continue with the analysis as follows:

Provide alternatives and solutions for your situation; supported by relevant theory (end of analysis)

Evaluate the alternatives and solutions based on best practices in the industry through research

Look at implications and draw conclusions based on the research.

Propose recommendations for the organizations leaders to consider. Be specific. Support your assertions/conclusions with relevant research.

The paper should be written in APA format. Be sure to draw from the resources in the course and from the APA manual itself to see examples of APA format. The paper should have a Title page, main body of text, and a References page. An Abstract is not required. If you include it does not count toward the word length requirements.

Students must incorporate a minimum of ten (10) scholarly sources that are cited throughout the paper (five of them should be journal articles found in the online library).

The paper should be 2500-3000 words (not including Title Page and References page). Be sure to include headings and subheadings within your paper.

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