Diagnostic Analysis Organizational Analysis Is essay

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The sharing of information between the associates reflects some of the principles. The case study also brings out an important variable in organizational theory, which is Transformational Leadership. The study presents an organization faced with the risk of organizational failure brought about by low motivation of the associates. The president presents a strategic plan that would also act as a motivational framework for the employees. The tool would also assist the new president familiarize with the organizational behavior of the company. The first stage involves knowing the position of the organization (Chia, 2006). This comprises relating the performance of the organization to its environment. This is the stage where the new president interacts with the employees and discerns the culture of the organization. The strategic plan also reflects teamwork. The new president proposes a scorecard for every employee. The card contains updated information touching on the current position of the company. The three-step action plan forwarded by the new president also emphasized on quality management. Quality takes center stage for it guarantees the satisfaction of clients thus long-term success.

Organizational behavior and the strategic plan

Organizational behavior forms a crucial perspective in organizational theory. The theory focuses on how the structures in an organization affect behaviors within an organization, and how the behaviors establish the organizational culture. The study looks into the influence individuals, structures, and groups have on human behavior within business organizations. It is interdisciplinary and includes the sociological, communication, psychological, and management aspect of organizations. Organizational behavior theory is a branch of organizational theory as it focuses its discussion on everyday studies.

The strategy developed by the president in the case study could be also be studied through the network theory. The analysis focuses on the relationship between relationships and behaviors in an organization. The ideas of sociometry, sociograms, and social networks appeared more than 50 years ago. The theory focuses on the social nature of relationships around an organization (Chia, 2006). Causal factors are inherent in the framework. The analysis is a set of techniques for detecting and measuring the magnitude of the causal factors. The framework provides a way to handle reality. This is through its conception and investigation. Establishment of the notion of the characteristics within and between units rather than the characteristics of the units themselves should follow. It analyses the nature of the relationship between individuals in the organization, and that of the organization and its environment. It views communication networks as comprising of interconnected individuals linked by patterned communication flows. Network analysis determines the interpersonal connections created by the sharing of information within the social networks in an organization.

The theory of network analysis centers on the communication structure of an organization, and its operation into different aspects. It analyzes and distinguishes structural features using respective methods. Some of the areas of operation include the communication pattern within the organization and the identification of groups (Lance, 2006). The communication analysis investigates the communication related roles of employees like communication channels, feedback, the communication apparatus used by employees, the relationship between the type of information and communication networks, and the communication load as determined by the employees. The analysis also measures the effectiveness of the communication channels.

Application of Network Analysis

Drawing back to the case study, various aspects of the network analysis greatly feature. The action plan adopted by the company reflects some of the values forwarded by network analysis. For instance, the framework focuses its initial proposals in championing for the identification of the current position of the organization. The analysis provides for the determination of the communication composition of organizations (Reed, 2003). The communication network is crucial for passing information down the hierarchical ladder. The action plan in the case study purposes to access the motivational capacity of the associates. The incoming president noted that the performance of the company greatly lies in the low motivation of the immediate stakeholders. This included the employees, shareholders, and members of the board. The low motivation resulted from the turbulent economic times and the failed merger with Chrysler. To restore potential performance and explore available opportunities, the president designed an action plan that focused on unearthing the source of low motivation among the respective players. The president's action plan reflected inclusiveness as it gave the players space to contribute their input. This occurred in the second stage, in the process of identifying general themes.

The second stage also comprised of identifying the effectiveness of communication mechanism between the employees and executives. The stage also presented the opportunity to forward possible modifications to the communication network. Upon his entry, the new president identified the ineffectiveness of communication mechanisms in the organization.

Implications

The strategic plan developed in the case study provided goals and targets that greatly aided the company undertake initiatives that yielded favorable results. It reinforced the organization's vision and mission thus promoting productivity and focus. Moreover, the strategic action plan caused enhancements to the communication mechanism of the organization. By sharing the company's vision, the president strengthened the degree of connection between the organization and the associates. The plan also enhanced accountability because every player personalized the organization's goals and objectives (Perow, 2005). They also participated in identifying the obstacles derailing the organization's productivity. The strategic plan in the case study also provided for a system of accessing the strategic plan in its third step. In this step, the president led the associates in distinguishing the short-term and long-term objectives of the organization.

Recommendations and Conclusion

The strategic plan allowed the organization to apply a diagnostic procedure to the organization. The merger with Chrysler fell flat exposing the company to the risk of bankruptcy (Lance, 2006). The two companies disbanded within no time causing the firing of executives. The development strategy enabled the organization design its come back plan by developing a conceptual framework for the diagnosis process. The plan helped the organization chart the way forward by developing healthy standards of operation. The plan maximized on the human resource of its employees in the implementation process. The employees' usefulness featured in the identification of the position of the organization, the diagnosis process, and the actual implementation. The scorecard provided for each employee helped to reinforce the company's vision, mission, and objectives down to their sub-conscious mind. The plan increased the performance of the employees and associate contribution by offering a motivation intervention for the different groups. Without such a plan, the organization faced the risk of implementing congruent programs not captured in the accountability targets. The strategic plan acted as the diagnostic mechanism that cured the organization from inefficiencies. The new president succeeded in bringing back the organization to its former glory. The diagnostic process resulted to a 20% rise in total sales.

References

Casey, C. (2001). Critical Analysis of Organizations: Theory, Practice, Revitalization. London:

Sage Publications.

Chia, R. (2006). Redirections in Organizational Analysis. Berlin: De Gruyter.

Lance, R. (2006). Racial Intolerance. Mergers, 206.

Mueller, D.C. (2000). North-Holland Mergers. Causes, Effects, and Policies. International Journal of Industrial Organization, 7( 1), 1-10.

Mulliro, C., & Heitor, a. (2004). Liquidity Mergers. Journal of Financial Economics, 102 ( 3),

526-558.

Perow, C. (2005). Organizational Analysis. New York: Oxford University Press.

Plunkett, W. (2006). Plunkett's Companion to the Almanac of American Employers 2008…[continue]

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