Whole food is a company dealing with the production of natural and organic foods. It has numerous stores and groceries across United States of America, and this paper looks at the best organizational diagnoses model that can be used on it. This paper explores six models of organizational diagnoses methods, and thereafter identifies the best model that fits Whole Foods Company. In making a conclusion on the best model, this paper will analyze the strengths and the weaknesses of the company, and infer on a model that best fits amongst these characteristics. The first model that this paper analyzes is the Force Field Analysis organizational model. It was developed by Kurt Lewin, in the year 1951. This model analyzes and identifies the restraining …show more content…
Nadler and Tushman developed this model through the following assumption,within an environment, organizations are large social systems. It is possible to introduce change in an organization because they are dynamic. Behaviors within an organization occur at the systems, group and individual level. There are imminent amongst the individual, group and systems level of an organization. Congruence refers to the level where the goals, objectives, demands and needs of one part of an organization are, consistent with the goals, needs and demands of another part of an organization. For instance, in an organization there are financial records that require auditing, and likewise in the same organization, there is an auditor who can audit the financial records. This model analyzes the organization as a whole, and implementing it is therefore an expensive, and a long process. Another weakness of the model is that it does not outline the methodologies to use in incorporating the group, individual and systems level of interaction for analysis (Harrison, …show more content…
The model is based upon the following factors, has twelve organizational variables. It identifies a difference between the climate of an organization, and its culture. It identifies a difference between transactional dynamics, and transformational dynamics. It identifies, and describes the direction and type of influence that variables of an organization possess. The 12 variables of the Burke Lutwin model are, the individual and organizational performance, the external environment, mission and work strategy, individual needs and values, task requirements, individuals skills, motivation, and work unit climate, management practices, systems, and structure of the organization. According to the model, the external environment refers to any condition outside the company that influences its operations, e.g. government regulations, its competitors, and the target market of the organization (Beech and MacIntosh, 2012). Leadership refers to the behavior whose purpose is to provide direction and enact policies of the company, while mission and strategy refers to the central objective of the organization, and the manner in which the organization intends to achieve its objectives. Culture refers to the entrenched values, beliefs, and ideologies of the organization, while management practices refer to the day to day action of the organizations managers in fulfilling their duties. Structure refers to the arrangement of the various