Introduction
Organizational Development (OD) strategies are aimed at improving the organization’s performance (Beer & Spector, 2003). One of the strategies is the organizational diagnosis, which involves the evaluation of the organization current level of functioning in order to come-up with suitable change intervention methods (Beer & Spector, 2003). The intervention strategies involve various organizational diagnostic models that enable the executives to understand the current situation of the firm. The report analyzes various models that can be applied by Whole Foods Markets to come up with appropriate intervention strategy.
What Models Do, Overview, Strengths and Weaknesses
The Congruence Model for Organization Analysis
Proposed by Nadler and Tushman, the congruence model comprehensively identifies the organization’s inputs, throughputs and outputs. Besides the model is in line with the open system theory and based on various assumptions, which are critical in the understanding of the organization dynamics. In fact, the model remains critical in the understanding of the organization as an open social system within the larger environment where transformation is possible. Besides, the behavior within an organization occurs at individual, group and system levels. Moreover, interactions within the organization occur between individuals, groups and systems.
The congruence model is significant in wholly understanding the organization. The comprehensive manner in which the model views the organization is ideal in examining the problems currently facing the organization. In fact, the model can be applied to examine the areas within the organization, which are non-performing and suggests possible solutions or corrective measures. Besides, the model remains critical in the understanding of the balance between the needs of the organization and that of the actors within the organization. Possible solutions to the organizational problems can be derived from the analysis of the congruence or fits between the system parts of the organization.
McKinsey 7S Framework
The model argues that the organization consists of seven variables which correlate and interdependent. The variables range from the structures to shared values. Within the continuum are variables such as strategy, skills, systems style and staff. The structure variable is the organizational chart while the strategy is the course of action through which resources are allocated to attain the identified goals or desired outcome. Staff and skill variables are the characteristics and the competencies of the organization personnel. The style variable is the manner in which the executives of the organization tend to attain the desired outcome and includes the organization culture. The shared values are the guiding principles that the organization members share.
According to the model, organizations will tend to focus on the variables that can easily be changed. In most cases, organizations find it easier to transform the structure, systems and strategy variables. Besides, the remaining variables are considered soft variables. The argument is that organizations have to find ways through the changeable variables can be linked to soft variables in order to succeed. In fact, the organization has to change the entire variables in order to create change within the organization. In other words, all the variables have to interlink and work together as a system in order to attain the long-term benefits of the organization.
However, the model is silent on the influences of the external environment.. Nevertheless, the model acknowledges the existence of other variables that are not depicted but are crucial within the organization system.
Burke-Litwin Causal Model
The model includes twelve variables ranging from the external environment to organizational performance. Within the continuum are variables such as the mission and strategy of the organization, leadership, culture of the organization, structure, systems, management practices, individual skills, task requirements and the work unit conditions. In fact, the model is based on the open systems theoretical approach to the organizational performance.. The variables between the external environment and the organization performance are the throughputs as considered in the open systems theoretical approach.
According to the model, all the variables must work together as a system in order to attain the desired outcome. The model is critical in the understanding areas within the organization that require improvements in order to attain the desired outcome. In fact the model is comprehensive in terms of defined variables within the organization. However, the complexity in the realtionship of the variables makes the model weaker. In fact, empirical evidences cite weak links between the variables.
Weisbord’s Six-Box Model
According to the model, six broad categories of variables are core to the organizational life. The variables range from the purposes to helpful mechanism. Within the continuum are the structures, relationships, leadership and rewards. All other variables that affect the organizational processes are found within the broad categories. The model also considers outputs and inputs as critical in determining the organization processes. According to the model, the inputs are resources found within the organization and are critical in attaining the mission of the organization. On other hand, outputs are products and services that satisfy the needs of the stakeholders.
The model is based on two major assumptions. In fact, the first premise is the relationship between the formal and informal systems. The larger the gap between the formal and informal system, less effective the organization becomes. The second premise is the link between the organization and the external environment. In other words, the manner in which organizations functions to meet the demand of external environment. While the model proposes the organizational diagnostic measures within the six major variables, the model put a lot of emphasis on the internal issues. In fact, the model does not predict the diagnostic questions posed rather by the OD practice.
Tichy’s Technical, Political and Cultural (TPC) Framework
Similarly, the TPC model proposed by Tichy has inputs, throughputs and output variables. Similarly, the model is consistent with the open system theory. Like the congruent model, Tichy’s model identifies environment, history and resources as the major input variables. The though put or change lever variables range from the strategy of the organization to emergent networks. Included within the range are the prescribed networks, tasks, people and the organizational processes. The output variable, which is the organization effectiveness, is determined by performance and the impact of the organization on the people.
The model is critical in the understanding of the relationships existing between various organization processes. In fact, like other models, the variables have to work and interlink with each other in order to make a whole system significant in the attainment of the organization goals. The interactions between the variables underline the assumptions concerning the political, technical and cultural dynamics of the organization. However, the model is not comprehensive on the manner in which the underlying factors affect the change management processes within the organization.
High-Performance Programming Model
Nelson and Burns proposed the high-performance programming model. The model contends that the present performance intensities of the organization are fundamental in determining organizational output. In fact, the model describes four organizational systems, which are rated as less or more effective in terms of performance. In fact, the four levels range from the high-performing organization to the reactive organization (National Defense University, 2012). The other two levels include the proactive organization and the responsive organization. According to the model, eleven variables ranging from the period to leadership are applied in the diagnosis of the organization. While the model identifies the level of the organization in terms of performance, it is silent on the importance of the external environment.
Harrisons Model for Diagnosing Individual and Group Behavior
The model emphasizes on the outputs variables including the organizational performance and the work life. However, the model represents an open system with little linkages between the external environment and the organizational processes. Specifically, the resources and the feedback loops are part of the macro environment. The model considers relationships that are determined by individual characteristics, attitudes, beliefs and motivations. These variables are critical in diagnosing the relationships within the organization at individual level. Core to the diagnosis of group output are the group composition, structure and technology along with behavior, processes and culture.
Issues Facing Whole Foods Market
Whole Foods Market is currently facing strategic issues emanating from both internal and external environment. The issues range from the deteriorating domestic economy to the general increase in the cost of food. Issues including uncertainty in the future of the organic sector of the grocery industry and the increased competition due to the rising number of major food groceries in the industry are within the continuum.
Increased Competition
The increased number of grocery stores poses a great threat to the existence of the firm. In fact, various chain stores including Wal-Mart are offering similar products at discounted prices making most of the firm’s products costly to the consumers. The competition arising from both small and large scale chains need to be addressed.
High Cost of Food Products
The high cost of food has greatly affected the manner in which the products of the firm are consumed. In fact, the general increase in the cost of food result from the deteriorating economy. Besides the reduced consumption, slump in the economy also has a significant effect on the cost of production.
The Appropriate Model to Apply
The Congruence Model for Organization Analysis
Since most of the problems facing the firm emanates from the external environment, the congruence model would be the most applicable. In fact, the model creates a link between the external environment and the internal processes. The environment includes all factors found outside the organization. However, the factors must influence the organization. The factors range from individuals to events that directly affect the organization (Falletta, 2005).
The Recommended Model to Apply
The highly recommended model to apply in order to diagnose the problems facing the firm is the congruence model. The reason is that the model is comprehensive in identifying both internal and external factors the affect the firm. Besides, the model creates a strong link between the external and internal factors. In fact, the model remains critical in the understanding of the organization as an open social system within the larger environment where transformation is possible. Further, the congruence model is significant in the understanding of the organization as a whole. Essentially, the comprehensive manner in which the model views the organization makes it ideal to examine the problems currently facing the organization.
References
Beer, M. & Spector, B. (2003). Organizational diagnosis: Its role in organizational learning. Journal of Counseling and Development, 71(3), 642-650. Web.
Falletta, S. V. (2005). Organizational diagnostic models: A review and synthesis. Web.
National Defense University (2012). Systems thinking and learning organizations. Web.