Organizational Diagnosis This Organizational Diagnosis

Organizational Diagnosis This organizational diagnosis report refers to the company's human resources department. In order to determine the issues that must be corrected within this department, a series of interviews have been conducted. Important feedback was received from the department's manager, from its employees, and from employees in other departments, so that the effectiveness of this department's activity is assessed.

Given the important of human resources for reaching the company's objectives and for adding value to its products and services, it is recommended to continuously monitor the activity of this department and to align its objectives with the company's strategy. In addition to this, the employees were asked to anonymously answer a questionnaire that intended to determine what their assessment regarding the human resources department is.

Therefore, the company must take into consideration the fact that effective feedback design must connect the contents of the feedback in case to the process of analysis (Alderfer, 1980). According to employees' feedback, the most important aspects that must be modified within the human resources activity refer to the recruitment and selection of personnel, to motivational strategy, and the support of the relationship between the company's management and its employees.

In other words, employees are dissatisfied with the recruitment and selection process because they consider themselves disfavored in comparison with employees hired from external sources. Basically, the company's employees consider that they are not sufficiently taken into consideration by the management when it comes to promotions. They also consider that the motivational strategy is not adapted to their needs, to the requirements of the business environment, and to the objectives they must reach.

Also, employees consider that their relationship with the management could improve, and that this is the human resources department's job. In order to address these issues, the company should conduct a thorough analysis regarding the situation in case, the causes of the situation, the motivation of stakeholders that require modifications of this situation, potential change options, and the objectives that change management should address in this case. Furthermore, the company should assess the implications of such change and develop several strategic alternatives.

Given the fact that employees consider the human resources department's strategies as not being in accordance with the objectives of the company and with the requirements of the business environment, it means the company was not able to align these strategies. Therefore, the company must understand that in order to be competitive and to create competitive advantage, the efficiency and productivity must be increased. If the employees are not satisfied with the systems mentioned above, it means they cannot reach the required productivity standards.

Some of the factors of resistance to change are represented by managers. This is because they are used with the current procedures and resist changes that reduce their power within their company (MBA Knowledge Base, 2010). In addition to this, the changes required by the company's situation are likely to determine a series of resources reallocation. The company might not be able to invest in these changes because of a limited budget. The company's reduced experience.