M3D1: Diagnostic Models
- 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.
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).