Assignment help

Organizational DNA

Go to the Organizational DNA website (www.orgdna.com). Completed survey see results below. Complete the Org DNA Profiler for the organization where you work or for an organization that you have some familiarity. Print your results or make note of the type of organization.  In your paper, describe the profile of your organization and how this profile will impact change management within the organization. Integrate references to support your key points.  The paper should be 3 pages, type-written and double spaced. List your sources (articles, Internet sites, textbooks, etc.) at the bottom of the paper, in APA format. Reference list must include at least two sources in addition to the textbooks and cite accordingly

Org DNA Profiler® Survey

Based on your responses, your organization is a passive-aggressive organizational type.

Organizations with strong execution “DNA” tend to share similar characteristics. By fostering these traits, you can improve your organizational performance. Here are a few key improvement areas customized for you: 

· Quickly translating key strategic and operational decisions into action

· Sending consistent messages to the market

· Giving field employees insight into the bottom-line impact of daily choices

· Prioritizing capabilities when evaluating opportunities

The passive-aggressive organization: “Everyone agrees, but nothing changes”

Congenial and seemingly conflict-free, this organization builds consensus easily, but struggles to implement agreed-upon plans.

So congenial as to seem conflict-free, this is the seething, smiley-face organization. Building consensus to make major changes is not a problem; implementing these changes, however, is next to impossible. Entrenched, underground resistance from field operations routinely defeats corporate initiatives. Lacking the authority, information, and incentives needed to undertake meaningful change, line employees tend to ignore mandates from headquarters, assuming “this too shall pass.” Confronted with an apathetic organization, senior management laments the futility of “nailing jell-o to the wall.”

Participants in the passive-aggressive organization can rarely count on the commitments made by colleagues.  As expected, senior leaders don’t do as they say and fail to deliver consistent messages to the organization.

Passive-Aggressive organizations tend to strive for the mean. Mediocrity is not only quietly accepted, it’s often promoted. Decision-making authority is murky at best, and, once made, decisions are often second-guessed. The herd mentality runs rampant, trampling innovation and ownership, and information is locked down, inaccessible to those who most need it. Ironically, this profile is the most common among the seven we’ve identified and fits many Fortune 500 companies. Having secured a large and defensible market position, they are now fiddling while Rome slowly burns.

The coherence index  specifically measures the coherence or consistency of your organization's strategy. Most passive-aggressive organizations earn a low score in this area. Coherent companies have a clear set of capabilities that are in line with their strategy and that they use over and over again in their portfolio. Please visit the  coherence profiler  to learn more about the strengths of coherence.