Management Diagnostic Models Present in an Organization


This paper tries to highlight different management diagnostic models present in an organization. In the modern organizational set up there are quite a several environmental changes. A manager should be well equipped to handle every situation without any difficulty. Good managers incorporate contingency planning in all departments of the organization. In this organization, there are so many problems more so in the newly created department. The possible models that could be used here include the business Development Stages Model, Business Assembling Model, Corporate Stand Forces Model. (Mohamed, 2002 )

Business development Stages Module

This model tries to analyze an organization by looking at the areas that are lagging, areas that are exceeding the standard, and those that match the organizational performance. This model will be applicable in this organization especially in the human resources department. This department has been cited as dragging the company behind. It has made this department not match the organizational standard by stereotyping the recruitment procedure and promotion made on who knows who. This culture is generally unethical and if continued then this organization will never remain behind. (Mohamed, 2002 )

This model is also applied in this division in that the leadership system is also lagging. We learn from it that the managers are so bureaucratic and rigid. In this environment employees are not motivated by the style of leadership portrayed by the managers, communication is just but one way. This has led to poor performance staff morale is not meeting the company performance. In such a workplace employees will just be working to accomplish the delegated tasks but not to meet the company objective. Continued leadership of this nature might lead to conflict as employees are already thinking of joining unions, which are known for strikes. (Mohamed 2002 )

Business Assembling Model

This model assesses the organization’s performance in each subunit function e.g. department and divisions. Identifies the areas which are victims of poor performance, and finally measures the general performance of this organization. This model is again applicable in the human resource department. Why is this so? We see a human resources manager who is generally incompetent, unprofessional, and unethical. A company is a public workplace; people are always promoted based on technical or professional experience. But in this department this is not true, this further casts doubt on his/her qualifications for this position. This department is therefore seriously defected and urgent attention is paid if the company has to perform. (Outsource2 India, 2008)

This model applies to the quality control department in this division. The organization has been exemplified as not meeting the quality standard in the industry. This is a food manufacturing organization and therefore quality should be given a priority. If this is not done then the company can suffer from public perception in addition to being sued by the state laws because there are already complain and the activities are being highly questioned. (Outsource2 India, 2008)

Stand forces Model/ Critical Success Factors

This model tries to analyze an organization by identifying its competencies, determining the comparative power of each specified competency area, and assessing the level of consistency between them. This model is applicable in this area in that it can be used to determine how the identified areas are competent. For instance, we have talked about the incompetence of the human resources department. The relationship between the incompetent department and the other units in this division is only poor performance as has been exhibited in the scenario. (Cherian,2004)

At the management level, a manager is only competent when he has all the qualities of a good manager. In this division, it’s worthwhile to believe the managers in question were incompetent. That is while the employment relationship is poor, characterized by rigidity and bureaucracy. I would therefore convince the managers to adopt these models in diagnosing this division though the limitations of these models are that we can understand the business problems but it may be difficult to answer why. (Cherian,2004)


Managers need to understand the business more than anybody since they are the ones trusted with giving the direction of the entire organization. If they lack necessary and adequate technical and professional competence they should be trained.

List of References

Mohamed, F (2002) Corporate Assessment. Web.

Outsource2 india, (2008) The modelling process at 02l,. Web.

Cherian,m, et al (2004) Critical success factors to collaborate in cross border alliance. Web.

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