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Models of Organizatgional Diagnosis

Organizational Diagnosis to determine how various aspects of Skype are aligned such as inputs, resources, productivity, throughput effort, outputs, performance, strategy, etc.

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The response addresses the queries posted in 2236 words with references.

//In this paper, we will discuss organizational diagnosis models. These organization development models will be discussed in terms of Skype organization. Several aspects of Skype, such as inputs, resources, productivity, throughput efforts, outputs, performance, and strategy will be described in each model, which will demonstrate utilities of these models. In the first section of the paper, discussion will be based on 'Mckinsey's 7S framework', 'Congruence model' and 'Burke-Litwin model' in special context of Skype. //

Mckinsey 7S framework

The name of Mckinsey 7S framework was given after a famous consulting company, i.e. McKinsey And Company. The 7S in this framework are skills, style, staff, systems, strategy, structure and shared values. These all variables are centralized around shared values. The variables are inter-dependent in this model and are illustrated with the help of the shape of the model. Skype uses this model because its 7 elements are very functional in the organization. A particular term, i.e. "managerial molecule", has also been given to this model due to its utility in this field. Staff people, such as engineers and other employees that deal with technical and other concerned works, are included in the personnel category within Skype (Organizational Diagnostic Models, 2008).

Source: http://www.leadersphere.com/img/OrgmodelsR2009.pdf

Congruence model

Inputs in the congruence model are environment, history, resources, and strategy, while throughputs are formal organizational arrangements, tasks, informal organizations, and individuals. Outputs are noticed as system and individual groups. These input, throughputs and outputs are given importance in Skype management. Generally, this model is suggested for those kinds of organizations, which are dynamic in nature. Therefore, congruence model is also suitable for Skype (Organizational Diagnostic Models, 2008).

Source: http://www.leadersphere.com/img/OrgmodelsR2009.pdf

It is relevant to acknowledge that interaction occurs at the group, individual, and system levels in all internal variables. Feedback is provided in this external environment, which is allied with the outputs and inputs (Organizational Diagnostic Model, 2008).

Burke-Litwin model

Burke-Litwin model is based on organizational performance and change. Numerous prime attributes are prevalent in this model, which differentiate between transactional and transformational dynamics, and between climate and culture of an organization. Burke-Litwin model is a modified form of earlier model and is based on organizational development practice and empirical studies. Skype has also implemented various practices of this model (Organizational Diagnostic Model, 2008).

Source: http://www.leadersphere.com/img/OrgmodelsR2009.pdf

Furthermore, it is pertinent to mention that mainly twelve organizational variables are present in Burke-Litwin model. These variables are mission and strategy, external environment, organization culture, leadership, structure, motivation, task requirement and individual skills, individual needs and values, work unit climate, individual and organizational performance, and management practices. These all organizational variables are followed in the work culture of Skype (Organizational Diagnostic Model, 2008).

//In the next section of the paper, other imperative models, such as 'High Performance Programming', 'Technical Political Cultural (TPC) model of Tichy', 'Six-Box model of Weisboard' and 'Organizational Intelligence model' will be explained. Various factors in these models will also be discussed for Skype. //

High performance programming

High-performance programming framework was developed by Nelson and Burns in 1984. This model evaluates the existing level of performance of the employees of the company. Mainly, four levels are described in this model, which are reactive organization, responsive organization, proactive organization, and high-performing organization. These levels are named as level1, level 2, level 3, and level 4. These levels are given importance in Skype and are pursued in its management (Organizational ...

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The response addresses the queries posted in 2236 words with references.