MSM Final

1

Tamalya Lewis

MSM 520

Jane Gibson

Written 1

Step 1: Assessment of the current state of the organization

The current problem facing the organization is management. The relationship between the senior management and employees is not good and this has resulted in declined performance by the organization in terms of productivity and profits. The revenues accrued by the organization have followed a downward trend in the last two years. The management is concerned about employees’ productivity more than their welfare, which has led to creating of unfavorable working environment. Employees are less motivated and less satisfied with their job. This has led to a high turnover. There is always a position that is vacant and the company spend significant amounts of money to replace employees who leave their positions. In addition, the company faces significant challenges when introducing new initiatives. Employees give minimal support for implementation of new changes. However, this is because they are rarely engaged in decision making processes and most of changes do not resonate with their needs.

Step 2: Identifying the Information used to make the assessment

To understand the current state of the organization, assessing and evaluating different types of information was critical. Looking at information for different aspects of the organization can inform how the organization is doing (Hayes, 2018). To assess the status of the organization, the following list of information was utilized;

· The values and norms of the organization

· The mission statement

· Vision of the organization

· The leadership style and models within the organization

· The perception of employees towards the management of the organization

· The organizational structure

· Decision making processes

· Communication models

· Engagement of employees in decision making processes

· Working environment

· Nature of relationship between colleagues and also with their supervisors

· Levels of job satisfaction

· Level of productivity and performance

· Compensation and rewards for employees

· Employee’s intention to leave the organization

· Level of success of new change implementation

· Employee training and development opportunities

· Consultation of employees by management on critical organization initiatives

· The overall direction of the organization

· Strategic planning

· Recruitment practices

· Employees motivation to take actions necessary to achieve the organization strategy

· Factors critical for employee motivation and performance

Step 3: Developing categories for organizing diagnostic information

Category	Information lists under the category
Strategic planning	Mission of the organization Vision of the organization Organizational goals Objectives
Organizational culture	The values and norms of the organization Customs Code of conduct and ethics Overt and covert rules Principles that guide organizational behavior
Leadership and management	The leadership style and models within the organization The perception of employees towards the management of the organization Engagement of employees in decision making processes Nature of relationship between colleagues and also with their supervisors Consultation of employees by management on critical organization initiatives The overall direction of the organization Recruitment practices
Workplace environment	Levels of job satisfaction Level of productivity and performance Compensation and rewards for employees Employee’s intention to leave the organization Level of success of new change implementation Employee training and development opportunities Employees motivation to take actions necessary to achieve the organization strategy Factors critical for employee motivation and performance

Grouping the information elements makes it easy to narrow down to the main issue having significant impact on the current status of the organization. Different elements from the information list used in the assessment of the status of the organization are associated with a specific area within the organization (Hayes, 2018). For instance, elements such as employee motivation to perform necessary duties aimed at achieving organizational strategy, job satisfaction, turnover intention and productivity are significantly linked to the workplace environment. If the organization has created unfavorable workplace climate, then the negative impacts will be manifested on employees’ intention to leave, satisfaction about their jobs, and motivation for performance. Each element is grouped to its immediate causative category.

Step 4: Specifying relationships between categories/elements

Category	Impact of change that each category has on other elements	Information lists under the category
Strategic planning	2	Mission of the organization Vision of the organization Organizational goals Objectives
Organizational culture	1	The values and norms of the organization Customs Code of conduct and ethics Overt and covert rules Principles that guide organizational behavior
Leadership and management	2	The leadership style and models within the organization The perception of employees towards the management of the organization Engagement of employees in decision making processes Nature of relationship between colleagues and also with their supervisors Consultation of employees by management on critical organization initiatives The overall direction of the organization Recruitment practices
Workplace environment	2	Levels of job satisfaction Level of productivity and performance Compensation and rewards for employees Employee’s intention to leave the organization Level of success of new change implementation Employee training and development opportunities Employees motivation to take actions necessary to achieve the organization strategy Factors critical for employee motivation and performance

One of the challenges associated with the diagnostic model is that it does not show direct casual relationships between elements. Finding a proper form of relationships between elements is a challenge. The model does not provide and exact measurement on the impact a change of an element has on other elements. For example, it is hard to tell to what extent toxic workplace climate affects employee motivation and turnover intentions.

References

Hayes, J. (2018). The theory and practice of change management. Palgrave.