Case Study Master's 1,676 words

Organizational diagnosis models for managing change at Whole Foods Market

~9 min read Business

Abstract

Nelson and Burns' (1984) high-performance programming outline measures the present level of performance of an organization in order to plot interferences to alter the organization into a high performing system. These systemsinclude the high-performing organization (level 4), the proactive organization (level 3), the responsive organization (level 2), and the reactive organization (level 1). To identify an organization, a survey instrument is used with questions related to Nelson and Burns' (1984) eleven dimensions or variables. These eleven variables are time frame, focus, planning, change mode, management, structure, perspective, motivation, development, communication, and leadership.

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Essay 1,676 words

Whole Foods Market

Which Organizational Diagnosis Model Is Best to Use at Whole Foods Market

Open Systems Theory

Weisbord's Six-Box Model

McKinsey 7S Framework

Likert System Analysis (1967)

High-Performance Programming

Nadler-Tushman Congruence Model

Methods to use this Tool

Analyze each key element separately

People

Recognize the people that can help to get the work done and help in accomplishing the goals of the organization

Organizational Structure

Culture

Analyze how these Elements Interrelate in the Organization

Plan to Create and Maintain Congruence

Issues of Whole Foods Market

Poor Working Conditions

Failure to Support Farmworkers

Best Model to Resolve Issues of Whole Food Markets

References

5 sources cited in this paper

Hedge, J. W. (2002). Implementing Organizational Interventions: Steps, Processes, and Best Practices. San Francisco: Jossey Bass.
Lusthaus, C. (2002). Organizational Assessment: A Framework for Improving Performance. Ottawa: International Development Research.
Miner , J. B. (2002). Organizational Behavior: Foundations, Theories, and Analyses. Oxford.
Pheysey , D. C. (1993). Organizational Cultures: Types and Transformations. New York: Routledge.
Smith , F. J. (2003). Organizational Surveys: The Diagnosis and Betterment of Organizations through Their Members. Mahwah: Lawerence Erlbaum Associates.

Hedge, J. W. (2002). Implementing Organizational Interventions: Steps, Processes, and Best Practices. San Francisco: Jossey Bass.
Lusthaus, C. (2002). Organizational Assessment: A Framework for Improving Performance. Ottawa: International Development Research.
Miner , J. B. (2002). Organizational Behavior: Foundations, Theories, and Analyses. Oxford.
Pheysey , D. C. (1993). Organizational Cultures: Types and Transformations. New York: Routledge.
Smith , F. J. (2003). Organizational Surveys: The Diagnosis and Betterment of Organizations through Their Members. Mahwah: Lawerence Erlbaum Associates.

Hedge, J. W. (2002). Implementing Organizational Interventions: Steps, Processes, and Best Practices. San Francisco: Jossey Bass.
Lusthaus, C. (2002). Organizational Assessment: A Framework for Improving Performance. Ottawa: International Development Research.
Miner , J. B. (2002). Organizational Behavior: Foundations, Theories, and Analyses. Oxford.
Pheysey , D. C. (1993). Organizational Cultures: Types and Transformations. New York: Routledge.
Smith , F. J. (2003). Organizational Surveys: The Diagnosis and Betterment of Organizations through Their Members. Mahwah: Lawerence Erlbaum Associates.

Key Concepts in This Paper

Whole Foods Market organizational diagnosis Nadler-Tushman Congruence Model change management Weisbord Six-Box Model McKinsey 7S Framework employee working conditions