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Organizational Diagnosis

Organizational Development (OD) is a fundamental management subject and important for an MBA degree program. One aspect of Organizational Development is Organizational
Diagnosis, which is not as comprehensive as the overall development or change process. Diagnosis is often the first step in the OD process. Over the years, there have
been many OD models developed. Some are better than others and some are more useful in certain situations than others. Later models were developed with Open System
Theory in mind, which tends to make the models more comprehensive. ABC Company and Whole Foods Market are interested in using an OD model to diagnose Whole Foods
Market’s current situation. You will need to have an understanding of some of these models in order to make a recommendation.
Required Reading
Download and read this white paper by Falletta about OD models. Salvatore Falletta, President and CEO of Leadersphere, has written a white paper that reviews several
commonly used models of organizational diagnosis. You will use several of these models in conducting your integrative Case project. The relevant part of this paper in
terms of this class is the first 31 pages. The last part of the paper (pp. 32-43) deals with the theoretical foundations of the Burke & Litwin model, Falletta’s
Organizational Intelligence Model; this is optional reading. We are not covering Falletta’s Organizational Intelligence Model.
Falletta, S. V. (2013) Organizational diagnostic models: an integrative review & synthesis
Falletta provides an overview of Open Systems Theory (OST) in his paper (pp. 8 & 9). Keep in mind that OST is not an OD model, but rather a basis for most of the later
models. For a deeper understanding, go to the following optional reading and read about systems, systems thinking, and organizations as open systems. You will see that
businesses are not unlike living organisms: they depend on the environment for sustenance; they comprise multiple, mutually dependent parts; and they affect the
environment in the course of their daily activities. Open Systems Theory provides valuable insights into organizations.
Optional Reading
National Defense University, Systems Thinking and Learning Organizations, Retrieved November 7, 2012 from https://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-
dm/pt1ch4.html
There are no reading assignments for the SLP.
However, if you need a refresher on various theories (product life cycle, pricing, price elasticity, market saturation, product development, etc.) there are a
multitude of articles on the Internet.
Optional Review Materials
Once again, this small sample of Useful Internet Sites may help you throughout the course, and can serve as a complement to previous course materials. You are
encouraged to supplement this list if you need additional refreshers.
Module 2 – SLP
Case: Organizational Diagnosis, SLP: Time Warp!!
In Module 2, you will continue with the scenario and simulation you began in the Module 1 SLP.
SCENARIO CONTINUATION
SLP2 – It’s New Year’s day, 2016. You just had a great New Year’s Eve celebration. You have finished analyzing the performance of Clipboard Tablet Co. in a great
report that you turned in a few days early to Sally Smothers. Now you are ready to charge ahead into the future.
As you turn on the TV you notice something strange. The TV commentator is saying something about New Year’s Day, 2012. You look around and everything looks different.
Yes, it’s true; it’s New Year’s Day, 2012. Time has rewound – a Time Warp, like the guy in the movie “Groundhog Day.”
You realize that you get to make the decisions for Clipboard Tablet Co. starting with 2012. Perhaps you can do better than Joe Schmoe.
At the beginning of each year (2012-2015), you will determine your pricing, your R&D allocations, and whether or not to discontinue any products. You make your
decisions and time advances to the end of that year, and you look at the results to see what happened. You keep track of your decisions and make notes about your
reasoning and analysis of the data, keeping the data for later analysis.
You run the Marketing of Clipboard Tablet Co. through the end of 2015. It is now December 31, 2015, New Year’s Eve. What is your total Score? Did you do better than
Joe Schmoe?
You decide to organize your notes about your decisions, your analysis, and your reasoning into a report, which you think will help you move ahead into 2016.
Session Long Project
Run the Clipboard Tablet Co. simulation with your strategy, making decisions year by year for prices and R&D allocations. Write a 4- to 6-page paper, not including
cover and reference page, in which you:
Write a report that shows your decisions and the results. Discuss why you did better or worse than Joe Schmoe.
KEYS TO THE ASSIGNMENT
The key aspects of this assignment that should be covered and taken into account in preparing your paper include:
•As you run the simulation, keep track of your decisions and the results – both financial and marketing. Copy and paste the results into Excel or into a Word document.
You can also record the information that you get from the Advisor who discusses the market and compares Clipboard Tablet Co. products to the competition. Make note of
the Final Total Score.
•You should include your Final Total Score, some tables, and/or graphs showing some of the results. Be sure to explain the differences clearly, using good logic.
•Remember that the key here is analysis.
•Time Line Summary:
SLP1
•2015: Hired on December 15.
•Turned in first report to Sally a few days early on December 30.
•Celebrated on December 31.
SLP2
•Time Warp begins: January 1, 2016 warps into January 1, 2012.
•You realize you have to make decisions for 2012 – 2015.
•January 2, 2012 – input decisions for 2012.
•January 2, 2013 – input decisions for 2013.
•January 2, 2014 – input decisions for 2014.
•January 2, 2015 – input decisions for 2015.
•December 31, 2015 – You have gone through all four years, and you write your report to summarize how you did. You are hoping that you will wake up tomorrow and it
will be 2016.
SLP Assignment Expectations
Your paper will be evaluated on the following seven points:
•Breadth – Is the full breadth of the subject, that is, the Keys to the Assignment, addressed?
•Depth – Does the paper address the topic in sufficient depth and include the background reading and other background resources as references?
•Critical thinking – Is the subject thought about critically, that is, accurately, logically, relevantly, and precisely
•Clarity – Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions
or are points conveyed through excessive use of quotations?
•Organization – Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer
than two pages?
•Referencing (citations and references) – Does the paper include citations and quotation marks where appropriate? Are the references from the background reading and
assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?
•Application – Are the concepts of the module appropriately applied to the subject?
TIPS AND SUGGESTIONS
Please note the following tips and suggestions:
•Include a cover page and reference page, in addition to the 4-6 pages of analysis described above.
•Include headings for all papers greater than two pages (basically all papers), but do not use headings as “space fillers.”
•Cite and reference all sources that you use in your work, including those that you paraphrase. This means include citations and quotation marks for direct quotes of
more than five words, and citations for that information which you have “borrowed” or paraphrased from other sources.
Follow TUI Guidelines for well-written papers.
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