Organizational Change Diagnosis Paper
BUS 790 In this paper I evaluate my organization, XXX Corporation (also known as XXX YYYY), on multiple dimensions based on information obtained from three personal interviews with Information Technology, Engineering and Manufacturing as well as my personal experience and information obtained from the public website (http://www.XXXcorp.com). I begin with a summary, and then move into an analysis of our need for change. I provide specific recommendations, which if implemented, will enhance the performance of my organization.
It is important to note that I have only been with this company for two months and my level of knowledge of the organization is very limited. I do not have access to key leaders of the organization for personal interviews at this time. I am very thankful for the personal interviews I was able to get with representatives of the organization. However, it is important to note that their opinions represent the upper mid-leadership to “hands on” levels of the organization. Based on my limited interaction, I feel that we are an internally closed and “silo’d” organization. We suffer from “organizational silence” (which I will cover later in my paper). In the interest of protecting my interviewees, I have excluded their names.
Diagnosis Summary
The diagnostic matrix below summarizes the evaluation of my organization on the dimensions of Strategy, Structure, Behavior, Purpose, Business Model and Industry. In the evaluation, I have included a numeric indicator of the strength of alignment of the two compared dimensions (such as Strategy and Purpose). This number is out of 10. For each dimension (Strategy, Structure, etc) I have included an average of the strength of the combinations to indicate the average strength of alignment on that particular dimension (such as the average strength of alignment on the strategy dimension).
(Diagnostic matrix continued on the next page) Strategy (Avg 10.0)
Allow and provide for a lot of customization
It is important to note that I have only been with this company for two months and my level of knowledge of the organization is very limited. I do not have access to key leaders of the organization for personal interviews at this time. I am very thankful for the personal interviews I was able to get with representatives of the organization. However, it is important to note that their opinions represent the upper mid-leadership to “hands on” levels of the organization. Based on my limited interaction, I feel that we are an internally closed and “silo’d” organization. We suffer from “organizational silence” (which I will cover later in my paper). In the interest of protecting my interviewees, I have excluded their names.
Diagnosis Summary
The diagnostic matrix below summarizes the evaluation of my organization on the dimensions of Strategy, Structure, Behavior, Purpose, Business Model and Industry. In the evaluation, I have included a numeric indicator of the strength of alignment of the two compared dimensions (such as Strategy and Purpose). This number is out of 10. For each dimension (Strategy, Structure, etc) I have included an average of the strength of the combinations to indicate the average strength of alignment on that particular dimension (such as the average strength of alignment on the strategy dimension).
(Diagnostic matrix continued on the next page) Strategy (Avg 10.0)
Allow and provide for a lot of customization