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Organizational Diagnosis

Organizational Diagnosis - PAPER Organizational Diagnosis ,...

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PAPER Organizational Diagnosis Submit a well-organized, 3-5 page double-spaced paper responding to the following: 1. Your diagnosis report should discuss what needs to be changed and why. 2.  What are the human (people) implications?  3. What are the drivers of the change?  4. What are the potential resistance factors?  5. Your perspective in this process is that of a consultant and your report should include  interviews and observations as well as recommendations.  6. Your paper’s recommendations should also demonstrate strategic alignment with the  organization in question.  #4 DRIVERS NOTES (what are the drivers of the change)? Organizational change should be driven by a key business concern (time to market, quality, efficiency, etc.) that is significant, well understood, and articulated throughout the organization. If people perceive that you're making a change simply for change's sake, then you'll cause more problems than you will solve. If they perceive that there's a real problem or opportunity and understand the negative effects of not taking action, however, then stakeholders will support your change initiative. #5 Create demand for change; don't mandate or force it. (what are the potential resistance factors?) This relates closely to number 1. If you want everyone in your organization to adopt a change, then you must create demand for it at every level. Make sure each person understands the problems you are addressing and has a feeling of ownership for the solutions you're proposing. This "buy in" is required if you expect stakeholders to drive change and withstand setbacks and hurdles. When managers give orders demanding change, they meet with resistance, halfhearted attempts to adopt the change, false starts, enormous amounts of wasted time and money, and sagging morale. If you recognize that the change will not benefit all stakeholders involved -- some may suffer reductions in territory, budgets, or titles, for example -- it is best to address these issues immediately and formulate agreements with these stakeholders concerning their new roles and responsibilities. If you can't get their buy-in and support and you discover that they're undermining your efforts, then you may need to take more severe measures. esistance is an inevitable response to any major change. Individuals naturally rush to defend the status quo if they feel their security or status are threatened. If management
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does not understand, accept and make an effort to work with resistance, it can undermine even the most well-intentioned and well-conceived change efforts. Coetsee (1999) states "any management's ability to achieve maximum benefits from change depends in part of how effectively they create and maintain a climate that minimizes resistant behavior and encourages acceptance and support" (p. 205).
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