Organizational Diagnosis. Skype - Essay Example

? CS 2: Organizational Diagnosis Skype Introduction The process of conducting Organizational Diagnosis of a company involves a large amount of different models. The paper relating to the above fact would focus on understanding the concepts, strengths and weaknesses of around seven Organizational Diagnosis Models. From the Seven Chosen Models a particular model would be specifically identified that would tend to resolve the problems faced by the VOIP Service Generating Company, Skype. An effective analysis would be rendered and inferences drawn reflecting on the reasons as to why the particular model is taken for conducting the diagnosis of Skype. The Organizational Diagnosis Models Brief Overview of the Models McKinney’s 7S Model McKinsey’s 7S Model was developed by the business consulting company McKinsey and Company for serving business concerns with appropriate recommendations pertaining to the use of seven significant variables. The variables like ‘Style’, ‘Staff’, ‘Systems’, ‘Strategy’, ‘Structure’, ‘Skills’ and ‘Shared Values’ all beginning with the letter ‘S’ impact the internal environment of a business concern and thus needs to be effectively managed and levered by the managers (Falletta, 2005, p.14-15). The Congruence Model The Congruence Model based on assumptions like organizations is held to be open and dynamic systems and behaviors and interactions therein are studied at three levels like individual, group and system. Further the model divides the operating framework along three parts like inputs, throughputs and the outputs where resources like human, capital, technology and others are subjected to individual and organizational potencies and tasks to generate the desired output (Falletta, 2005, p.10-11). The Burke-Litwin Model The Burke-Litwin Model focuses on the aspect of organizational changes both relating to the parameters of business process and components involved. The model renders larger emphasis on factors that would lead to total transformation than other transactional factors. Significant changes identified by the model are such that tends to affect the organization in a paramount manner altering business philosophy, mission, structure, core values and vision and thereby giving new directions to proceed on (Falletta, 2005, p.26). Falletta’s Organizational Intelligence Model The Organizational Intelligence Model developed by Falletta focus on the identification of eleven essential factors that in turn contribute to the development of organizational performance through the process of engaging the employees in an enhanced fashion. The factors identified are both intrinsic and extrinsic in nature and thereby reflect varying impacts on the concern (Falletta, 2005, p.38-41). Open Systems Theory According to the Open Systems Diagnosis Model the organizations are treated as open entities that tend to gain necessary inputs from the external environment in a spontaneous fashion aiming to transform the same into effective outputs. The outputs generated further contribute in the contribution of renewed level of inputs for the concern that are again subjected to processes to generate outputs (Falletta, 2005, p.7; National Defense University, n.d.). Force Field Analysis Force Field Analysis Model developed by Kurt Lewin focuses on identification of factors and triggers that contribute to the rendering of changes in the existing organizational systems and also such that act as potential restraints to such change process. The model in that effectively contributes to the achievement of an equilibrium state through addition of triggers to the change process and reduction of restraining factors (Falletta, 2005, p.4). Strengths and Weakness of the Different Models Model Strengths Weakness McKinney’s 7S Model The model effectively reflects on seven internal variables related to a business concern that impact the efficiency and productivity of the concern. It reflects on the interrelatedness of the seven organizational variables identified. It reflects only on the internal variables and does not focus on the firm’s external or macro environment. Evaluation of the performance and efficiency of the concern is also not highlighted in the model (Falletta, 2005, p.14-15). The Congruence Model Congruence Model contributes in the division of the entire organizational process into four parts like inputs gained, strategies incorporated, and components put in place to achieve desired results. In that the model reflects how the inputs, processes and infrastructures available are related to the outputs generated to enhance organizational productivity. The model only relates to the process of generating fits between the parts or components identified. However it fails to reflect on the tactics needed to tackle the effects of ‘unfits’ where it results to strikes and conflicts (Falletta, 2005, p.12-13). The Burke-Litwin Model The model earns effectiveness in identifying external variables that trigger changes in the organization as a whole. It represents how such changes affect performances at the individual and organizational level. This model reflects totally on the external business environment. The congruence model fails to be effectively implemented relating to global concerns owing to its complexity that demands significant investments (Falletta, 2005, p.26, 37). Falletta’s Organizational Intelligence Model The model effectively highlights on variables that enhance the productivity and performance both of the individual and the concern as a whole. It enhances on the premise of employee-engagement functions and measures the level of engagement involved. This model however does not reflect on the interrelatedness of the different factors as identified pertaining to the internal and external environment of the business (Falletta, 2005, p.38-41). . Open Systems Theory The model reflects that an organization is open to the environmental conditions and premises over which it operates. It reflects on the relation between the firm’s external and internal environment in designing related outputs. This theory is hypothetical in nature in reflecting the spontaneity of the input generation approach from outputs produced (Falletta, 2005, p.7). Force Field Analysis Simplicity of the approach Division of factors to the change process as potential triggers and restraints. Tending to achieve equilibrium between the above factor sets. Emphasis rendered to changing business environment. It forcefully arrives at an equilibrium position by reducing constraints and increasing change triggers (Falletta, 2005, p.4). Identification and Discussion of the Issues Faced by Skype Firstly, Skype has been facing certain configuration problems owing to which it has become quite cumbersome for the users of the voice interface software to effectively log into their own accounts (Carl, 2011). Secondly, the users of Smartphones running on Windows Operating Systems are facing problems with Skype for on shutting down the application calls to the phones are getting barred. Skype is also not being favored by cellular operators in that it renders service at very low costs or for frees thereby leading to considerable revenue loss (Malik, 2012). Use of an Organizational Diagnosis Model to Tackle the Issues Faced by Skype Evaluation of the Model in Use From the above set of Organizational Diagnosis Models that have been evaluated one of the models would be incorporated for diagnosing the issues faced by Skype, the generator of the VOIP Service. The model that is held to effectively resolve the issues related to Skype is the Congruence Model. This model is taken for use for according to Falletta (2005) it highlights on the inputs gained from the external environment as to the issues, the strategies incorporated by the company based on the availability of infrastructures and resources to gain the desired level of results. Process of Diagnosing Issues Faced by Skype through the Organizational Diagnosis Model The Congruence Model is best accepted in diagnosing the organizational position of Skype for it focuses on generation of congruency between different components external and internal to help generate needed productivity and performance. The first level of Congruency is developed here where the management body of Skype focuses on planning of the needed task set to tackle or resolve the technical problems faced by the customers. The second level of Congruency is developed where the management body of the company focuses on accomplishing the task planned through the use of available expertise and resources relating to the company. Through the two levels of fits or congruencies identified Skype can gain the needed potential to resolve the emerging technical and pricing problems and thereby develop enhanced relationship with the stakeholders. Thereby it is observed that like the Congruence Model the component structure for Skype involves the external environment from where Inputs are generated based on which the management plans the needed Task to finally gain the desired Output. Thus again Congruencies or Fits are generated between the different components to meet the required objective. Hence from the above case it can be inferred that the Congruence Model is the best Model for conducting Organizational Diagnosis for issues faced by Skype. Conclusion Skype pertaining to the generation of effective VOIP Service to entice its customers is found to suffer from certain specific technical and pricing problems, emergence of which are disturbing the goodwill of the company in the external market. Pertaining to the above fact the paper reflects on conducting a specific organizational diagnosis of Skype through the use of a specific model known as the Congruence Model. This model along with other six models are firstly introduced in terms of a brief Overview and Strengths and Weaknesses before progressing on to choosing such to conduct the Organizational Diagnosis. Reflections are put as to the factors for which the Congruence Model is chosen to help Skype gain the needed potential to resolve the external problems through the generation of needed Fits or Congruencies. References Carl (2011). Skype facing ongoing problems. Kitguru. Retrieved on 21 September, 2012 from: http://www.kitguru.net/software/carl/skype-facing-ongoing-problems/ Falletta, S.V. (2005) Organizational Diagnostic Models: A Review and Synthesis. Retrieved on 21 September, 2012 from: http://www.leadersphere.com/img/OrgmodelsR2009.pdf  Malik (2012).Skype’s present is secure, its future is not. Retrieved on 21 September, 2012 from: http://gigaom.com/2012/05/29/skypes-present-is-secure-its-future-is-not/ National Defense University. (No date). Systems Thinking and Learning Organizations. Retrieved on 21 September, 2012 from: http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt1ch4.html  Read More