M3D1: Diagnostic Models A photograph of employees in an organization: some look comfortable with the way things are, while another appears skeptical—this is how different employees react to change witPhotograph of a person’s hand pointing with a pen and using a calculator at their deskThere are numerous diagnostic instruments that can be applied to the management of change. When highlighting a particular aspect of the change process, there are management experts who provide important tools to guide an organization through this often-contentious process. Respond to the following: • Using aspects or components of the various models contained in Chapter 5 of your textbook, create a diagnostic model that can be applied to the management of change. For instance, your model can use components of the 7-S Model or the Star Model. • Then, discuss in what situations your model would be best utilized and how it differs from at least one other model as detailed in Chapter 5. Post your primary response. Read any postings already provided by your instructor or fellow students. Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 250-300 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade.

 

M3D1: Diagnostic Models

Student’s Name

Date

 

 

Abstract

• Using aspects or components of the various models contained in Chapter 5 of your textbook, create a diagnostic model that can be applied to the management of change. For instance, your model can use components of the 7-S Model or the Star Model. 
• Then, discuss in what situations your model would be best utilized and how it differs from at least one other model as detailed in Chapter 5.



 

M3D1: Diagnostic Models

The diagnostic model application in the organizational context entails the management of the change process to enhance the flexibility, adaptation, functionality, and transformation in the easiest way possible. The diagnostic model is used by managers in the organization to ensure success through efficient management of resources, definition, and organization of performance. One of the most profound diagnostic model used by managers entails the 7S framework.

The Seven – S framework of diagnosis involves of variables that are interdependent on one another to provide an overall functioning of the organization. The Seven – S variables include staff, skills, style, systems, strategy, structure, and shared values. The staff comprises of the human personnel within the organization categorized into various groups (e.g., lawyers). The skills entail the capabilities of the team to execute their duties according to set objectives of the organization. The style variable provides various ways in which the organization’s manager achieve organizational goals and objectives (Cătălin, et al., 2009). The system refers to the routine procedures and processes that the organization operates under geared towards the realization of its objectives. Also, the strategy involves the set plan or course of achieving that stipulates how to achieve the set goals in an organization. As well, the structure provides the skeleton in the all the organization activities run through, i.e., the organizational chart. Finally, shared values refer to the guiding principles that bring members of an organization together.

The application of the 7S diagnostic model falls in the daily and long-term operations of an organization. Such situations entail day-to-day operations, functioning, employee handling, management, strategic planning, implementation, monitoring, evaluation, and assessment. It’s a long process that brings together various variables of an organization. Unlike the Open Systems Theory that is “depended upon the environment in which they exist for inputs” (Smedsrud, 2007) by allowing repeated cycles of inputs, transformations, output, and renewed input within the organization, the 7S covers all the aspects of an organization.

 

 

References

Cătălin, B. A. B. A., CHERECHEȘ, R., ȚICLĂU, T., & Cristina, M. O. R. A. (2009). Organizational diagnosis-a management tool for change. Case study in Satu Mare county hospital. Transylvanian Review of Administrative Sciences, 5(25), 32-39.

Smedsrud, B. (2007). Coaching for mindfulness and wisdom in complex environment (Doctoral dissertation).