REPORTER: Mary Grace Bajao and Aika Kuntawang

THE NEEDS FOR DIAGNOSTIC MODEL

 Force Field Analysis

Force Field Analysis was developed by Kurt Lewin (1951), A depiction of the model identifies both driving forces and
restraining forces within an organization. These driving forces, such as environmental factors, push for change within the
organization while the restraining forces, such as organizational factors (e.g., limited resources or poor morale), act as
barriers to change. The model relies upon the change process, with the social implications built into the model (e.g.,
disequilibrium is expected to occur until equilibrium is reestablished). The general goal of this model is to intentionally
move to a desirable state of equilibrium by adding driving forces, where important, and eliminating restraining forces,
where appropriate.

 Leavitt’s Model / Leavitt’s Diamond

Designed by Harold J. Leavitt in 1965, Also known as Leavitt's System Model. The model is a framework for
understanding the connection between the key factors in an organization, and for building an integrated change
strategy. Leavitt's Diamond is based on the principle that an organization has four major components that are all
interdependent: (1) Tasks (2) People (3) Structure (4) Technology, Any type of change or redesign in one component will
affect the other three. According to this approach, before you bring about change in any one of the four components,
you should evaluate the impact on the other three components. To implement change successfully, you need to find the
right balance between all of them.

 Likert System Analysis

Likert System Analysis are management styles developed by Rensis Likert in the 1960s. He outlined four systems of
management to describe the relationship, involvement, and roles of managers and subordinates in industrial settings.
His four systems are designed to highlight various organizational dynamics and characteristics built around interactions
between individuals. The four management systems as identified by Likert were:

o Exploitative Authoritative- Responsibility lies in the hands of the people at the upper echelons of the
hierarchy. The decisions are imposed on subordinates and they do not feel free at all to discuss things about
the job with their superior. The teamwork or communication is very little and the motivation is based on
threats.
o Benevolent Authoritative- The responsibility lies at the managerial levels but not at the lower levels of the
organizational hierarchy. the subordinates do not feel free to discuss things about the job with their
superior. The teamwork or communication is very little and motivation is based on a system of rewards.
o Consultative Authoritative- Responsibility is spread widely through the organizational hierarchy. The
superior has substantial but not complete confidence in subordinates. Some amount of discussion about job
related things takes place between the superior and subordinates. There is a fair amount of teamwork, and
communication takes place vertically and horizontally. The motivation is based on rewards and involvement
in the job.
o Participative Authoritative- Responsibility for achieving the organizational goals is widespread throughout
the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates.
There is a high level of teamwork, communication, and participation.
In his view, the closer the organizational characteristics are to the Participative system, the more satisfied and therefore
more productive the employees will be. On top of productivity, the organization will receive numerous other benefits,
including staff retention, increased profitability and generally reduce costs over the long term.

 Open System Theory

The term "open systems" reflected the newfound belief that all organizations are unique—in part because of the unique
environment in which they operate—and that they should be structured to accommodate unique problems and
opportunities. Environmental influences that affect open systems can be described as either specific or general. The
specific environment refers to the network of suppliers, distributors, government agencies, and competitors with which
a business enterprise inter-acts. The general environment encompasses four influences that emanate from the
geographic area in which the organization operates. These are: Cultural values, Economic conditions, Legal/political
environment, Quality of education. The open-systems theory also assumes that all large organizations are comprised of
multiple subsystems, each of which receives inputs from other subsystems and turns them into outputs for use by other
subsystems. The subsystems are not necessarily represented by departments in an organization, but might instead
resemble patterns of activity.

 Weisbord’s Six-Box Model

The framework of the Six Box Model by Weisbord was developed by Marvin Weisbord and the specialty of this model is
that it helps the companies to accurately assess the functionality of their business operations and processes that drive
the factors of growth and success. The six boxes that define and make up the model are purposes, structure,
relationships, rewards, leadership, and helpful mechanisms.

Purposes: This aspect of the model harps on the fact that the management and all the key members of the team agree
and support the overall values, goals, aims, and mission of the organization.

Structure: This aspect of the model focuses on the fact that if there is a proper and deemed fit between the internal
structure and overall purposes of the organization.

Relationships: This aspect of the model makes the management understand what kind of relations exists between the
various individuals of the company, between the departments, and more importantly between the individuals and
nature of their work. It also focuses on the facets of conflicts if any, the kind of interdependencies, and the nature and
quality of relations.

Rewards: This aspect of the model harps on the fact that what kind of rewards do the organizations gives to its
employees, for what kind of attributes the employees are rewarded and punished for and what steps does the
organization takes to fit in the business environment.

Leadership: This aspect of the model focuses on the style of the leadership followed in the organization, the leadership
programs defined by the leaders of the organization, and are they well aligned with the nature, core values, and
objectives of the organization.

Helpful Mechanisms: This aspect of the model focuses on if the various mechanisms of the organization help in
accomplishing the objectives or works as an obstacle in the path of their attainment.

 Congruence Model for Organization Analysis

The Congruence Model was developed in the early 1980s by organizational theorists David A. Nadler and Michael L.
Tushman. It's a powerful tool for identifying the root causes of performance issues. It can also be used as a starting point
for identifying how you might fix them.

It's based on the principle that a team or organization can only succeed when the work, the people who do it, the
organizational structure, and the culture all "fit" together – or, in other words, when they are "congruent" Organizations
are effective when the four key components of performance – tasks, people, structure, and culture – fit together. The
result of these elements working in unison to support and promote high performance is an organization-wide system
that functions efficiently and effectively.