Od of Whole Food Market

Topics: Organization, Organic food, Whole foods Pages: 6 (1749 words) Published: September 12, 2013
Introduction
Organizational behavior and structure are key factors in leading a company to be efficient and successful. Organizational diagnosis models have been created to allow companies to audit themselves to be sure that they are utilizing these key factors correctly. When a firm conducts an organizational diagnosis it is performed to identify strengths and weaknesses in its systems thus developing measures to improve the organizations performance. Knowing which model to use is crucial because misusing models could lead to inaccurate findings. In the following pages I will discuss and compare numerous models to include the 7S Model, the Congruence Model, and the Burke-Litwin Model. After discussing a few issues that Whole Foods Market (WFM) is facing I will recommend which model is best suited for them and explain why. Force Field Analysis

This model uses an organizational diagnosis to identify driving forces affecting a company (Falletta, 2005). Force Field analysis enables a company to identify what causes change and what hinders change within a certain organization. This will allow an organization to develop measures that will allow the organizations driving forces to be maximized while the restraining forces are at the same time limited to allow the organization to be more efficient. The drawback to this model is that it is extremely simple and is not the best model for defining specific problems it more or less will allow a company to reach a desired state of affairs and nothing else. Leavitt's Model

This model has task variables, technological variables, structure variables and human variables. The model can be used to evaluate how to change in one of the variables will affect the others, and is best applied in analysis concerning organizational structure and human resources. The strength in this model lays in its simplicity but this can also be viewed as a weakness because the output from the model cannot provide direct causal statements relating to the variables. Likert System Analysis

This analysis is best applied in an organization to examine issues relating to motivation, communication, interaction, goal setting, decision making, control and performance. The Likert System is important in analyzing management systems within an organization and how they affect performance (Falletta, 2005). This model evaluates employee perceptions and how they affect individual and group performance. The main strength of this model is that is uses determined scales which make assessment more qualitative and easier. The drawback of this model is that it is really only good for examining the social aspect affecting an organization and doesn't consider what affects that processes, structure and the environment have on an organization. McKinsey 7S Framework

Variables that are examined in this model include style, staff, systems, skills, strategy, structure, and shared values. This model is applied in an organization to investigate whether or not their inputs such as structure, skills, and strategy align with company objectives (Falletta, 2005). A change in any of the variables will eventually cause changes in the other variables. The model has strength in the form of being able to analyze essential variables that affect an organizations performance and it is simpler to use than some of the other models. However, the model does not take into consideration environmental effects on a company's effectiveness and operations. Burke-Litwin Model

This model includes the following variables; management practices work unit climate, mission and strategy, organizational structure, leadership, task requirements and individual skills, individual needs and values, culture, systems, motivation, and finally individual and organizational performance. The Burke-Litwin Model can be used to investigate not only internal but external factors that influence an organization and further goes to show how the factors interact...

References: Falletta, S. V. (2005) Organizational Diagnostic Models: A Review and Synthesis. Retrieved  from http://www.leadersphere.com/img/OrgmodelsR2009.pdf.
Martins, N., & Coetzee, M. (2009). Applying the Burke-Litwin Model as a Diagnostic Framework for Assessing Organizational Effectiveness. South African Journal of Human Resource Management, 7(1), 144-156.
Nadler, D. A. & Tushman, M. L. (1980). A Model for Diagnosing Organizational Behavior. Organizational Dynamics, 9 (2), 35-51. Retrieved from EBSCO.
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