See attached file.
The case for this course is a little different from most classes, because it is an ongoing case analysis. You will analyzing one organization throughout the course, applying different models to assemble an organizational diagnosis. This term, we will be looking at PetMed Express. In this module, I want you to discuss the purpose and utility of diagnosis, and in the remaining modules we will be conducting the actual diagnosis.
In selecting your organization, I have selected one that is publicly traded, so that you have access to enough sources of information to conduct a diagnosis. You will want to check out their website, and their most recent annual report online. (Or else you will have to write to them for a copy.) Search for articles in the business and trade press that give an independent view of the company, because you do not want to depend solely on corporate information. Check the financial websites such as Yahoo Finance, MSN Money, Morningstar, Dunn & Bradstreet and Standard and Poor's for reports by industry and financial analysts. Wiki's and bBlogs are good ways to get an "inside" look - helpful for when you are evaluating their corporate culture/climate.
In an MLA Format paper, discuss ALL of the following:
Explain the purpose and the value of conducting a diagnosis
Briefly evaluate each of the models presented in the background reading by Falletta. Do not merely describe the models, comment on their strengths and weaknesses, and specifically indicate what type of organizational problem or functional area would benefit from an analysis using each model.
Once you have discussed each of the eleven models, their strengths and weaknesses, and how they could best be applied, identify the model(s) that you would choose for use in your analysis of PetMeds. Clearly explain issue(s) would you be most concerned about and why your selection(s) would be the best choice(s).
Hints for success!
The biggest problem students run into in this assignment is in simply describing the different models. In evaluating the models, be sure to go beyond mere description and discuss them in terms of strengths, weakness, similarities, differences, etc. Stress critical thinking! Use these insights to support and justify your assessment of the appropriateness of these models to PetMeds.
Organizational Diagnosis is a very important part of Organizational Development. Organizational Diagnosis forms a foundation for intervening, and that intervening involves implementing various change-inducing action programs (French & Bell, 2004). All Organizational Development programs have three basic components: Diagnosis, Action, and Program Management (George & Jones, 2005).
The diagnostic component represents a continuous collection of data about the total system, its sub-units, its processes, and its culture. Diagnostic activities are designed to provide an accurate account of things as they really are. There are eleven model of organizational diagnosis (Falletta, 2005). This report is related to the selection of appropriate model for the diagnosis of PetMed Express.
Force Field Analysis
This model is based on the assumption of the occurrence of situation of driving and restraining force. This model develops the formwork for the various situations for decision making. The main advantages of this model are that it reduces the ineffective forces or alternatives in the decision making process (Falletta, 2005). With the help of this process, we can explain the importance of changes in the business environment or organization to the staff members (Force Field Analysis, 2007).
It mainly relies on the change process; the overall goal is to move to a state of equilibrium by adding driving forces where necessary and eliminating restraining forces where appropriate. It combines the advantages of an organization's development in respect of Scientific methods and systems of the society (Falletta, 2005). The main problem with this method is that it shows the final analysis only on the basis of the driving and restraining forces and ignores all the other management aspect of the organization.
These model variables are task, structure, people and technology. This model is simple to make fundamental statements with respect to variables. It lacks the focus on the external environment, which is useful for the organization and is a limitation in the model (Hurley & Green, 2005).
It has some similarity with the Force Field Analysis (FFA) model, Leavitt suggests that a change in one variable may lead to a corrective or compensatory change in the other variables; this idea is similar to the opposing forces in the FFA model. But, there are some differences between the Force Field Analysis model and the Leavitt's model. Leavitt does not focus on the role of the external environment in bringing about change in any variable (Falletta, 2005).
It is characterized by the three variables, casual, intervening and end-result variables. The organizational dimensions in this model include decision making, communication, motivation, interaction, goal setting, performance, and control (Miner, 2006). While for depicting his framework, Likert did not make use of an illustration, like the models mentioned above, he describes four ...
The solution examines PetMed express open systems theory.