Diagnosing change within the organizations
April 18, 2013
HRM 587 Managing organizational change
Professor Joy Bruno
Organizational change can be a very delicate matter within some organizations, but any organization can navigate the change with the right model and team. An organizational model is a representation of an organization that helps us to understand more clearly and quickly what we are observing in organizations (Leadersphere, 2008).
The 6-box model that was proposed by Marvin Weisbord is the simplest model in my opinion. It gives attention to issues such as planning, incentives and rewards, the role of support functions such as personnel, internal competitions among organizational units, standards for remuneration, partnerships, hierarchies and the delegation of authority, organizational control, accountability and performance assessment (Lusthaus, Adrien, Anderson, Carden & Montalvan, 2002). The Six Boxes model is relatively uncomplicated, easy to understand and to visualize by clients. It reflects the essential activities and key variables in an organization, and has been successfully implemented to assist clients in their change programs (Shaw, 2013). The 6-box model consists of six steps which are purpose, structure, rewards, helpful mechanisms, relationships, and leaderships (Palmer, Dunford & Akin, 2009).
The six steps each have their purpose in the model, which each step has to be completed before you can move to the next step. The first step is purpose, in which there are three categories to complete this step; goal fit, goal clarity and goal agreement. These three components all revolve around the overall goal of the organization. In each of these components there are questions that need to be answered in order to move onto the next step. Structure is the second step in model. The structures are focused on drawing the organization chart, determining the project, assessing the rate of change, and check the rationale behind the change. The third step is relationships. In this step the organization assess the quality of relationships between the organization members, the technologies, the different teams, and the methods of operating. Once the relationships have been properly addressed and corrected the organization can move onto the next step. Rewards help the organization decided what they need to reward, what type of reward they will give, and what the circumstances to getting rewarded are. Leadership is very important in this model. In order for leadership to be successful, the leadership style needs to fit the organization’s image. Leadership's main tasks are to scan the environment, set goals and align the internal organization to fulfill the defined objectives. Mechanisms are the final step of the model. Mechanisms are helpful when they assist in the coordination or integration of work, assist in monitoring the organization’s work, and help deal with issues from scanning and diagnostics activities (Shaw, 2013). Ford motor company used this system very well when incorporating the changes needed to keep the company from falling in the economic crisis. Ford started making changes well before the economic crisis, which helped them get through the crisis. Ford started by mortgaging the company’s assets which was approximately $24 billion dollars worth (Hall, 2013). Ford also hired a new CEO to run the company. The structure of the company is very different from others as the Ford family is still ultimately in control. The structure is very well thought of as it goes from top down and also the communication between everyone is very good. The purpose that Ford had was to make sure that they did not have to go bankrupt like other competitors. Ford was successful in making sure that their organization was able to get through the economic...
References: Hall, J. (2013, February). The Detroit three after the big whoa: An examination of domestic carmakers. Retrieved from http://www.caranddriver.com/features/the-detroit-three-after-the-big-whoa-an-examination-of-domestic-carmakers-feature-ford-recreates-itself-page-3
Jurevicius, O. (2013). Strategic management insight. Retrieved from http://www.strategicmanagementinsight.com/index.html
Leadersphere. (2008). Organizational diagnostic models: A review and synthesis. Retrieved from http://www.leadersphere.com/img/OrgmodelsR2009.pdf
Lusthaus, C., Adrien, M., Anderson, G., Carden, F., & Montalvan, G. (2002). Organizational assessment: A framework for improving performance. Ontario, Canada and Washington, D.C: International development research centre and Inter-American development bank.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. New York, NY: McGraw Hill Companies Inc.
Shaw, A. (2013). Six boxes. Retrieved from http://www.provenmodels.com/23/six-boxes/marvin-r.-weisbord/
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