Organizational Diagnosis: Whole food market Homework Help

Organizational Diagnosis: Whole food market
Diagnosis of an organization refers to thorough evaluation of different operations within an organization using various models. Organization diagnosis is intertwined with organization development and is usually aimed at improving organization’s operations. Organization diagnosis is an essential strategy that is usually utilized in organization development. As such, organization diagnosis analyses the present level of the functioning of a specific organization in order to develop an apt change strategies that can maximize the performance of the organization. Through diagnosing and assessing an organization, it is easier to detect problems that may be hindering the implementation of the change strategies developed by the organization. The application of organization diagnostic models is essential because it assists in understanding the organization in a vivid manner.
Organizational diagnostic models assist in comprehending organization behavior, interpreting organization data, categorizing organization data and offer a common language of understanding organization strategies. In order to integrate whole food markets into ABC Company, it is essential to conduct an organization diagnosis that will assist in understanding its performance, strategies, and problems .Before analyzing the most important models that can be applied in diagnosing Whole food markets, this paper will assess seven models that include McKinsey 7S framework, The Burke-Litwin Model of organizational change and performance, Congruence Model for Organization Analysis, Weisbord’s Six-Box Model, Likert System Analysis, Leavitt’s model, Field force analysis (Falletta, 2005).
Field Force Analysis
This organization diagnostic model is used to detect reinforcing and hindering forces within an organization. It depends on change processes and emphasizes on attaining equilibrium between the two opposing forces. Although the model is easier to apply, its main drawback is that it ignores other factors outside the organization that may have impacts on the operation of the organization (Dutta, 2001).
Leavitt’s model
Leavitt’s model was developed to tackle other organizational factors or variables that were not stressed on in the field force analysis. The model identifies variables such as structure variable that include work flow, communication flow and authority systems, task variables that include tasks and subtasks, human variables, technological variables that include machines and equipment, and determines how the variables interact with each other in an organization. Basing on this model, it is evident that any change in one variable will automatically affect other variables. The main weakness of this model is that it does not address external factors such as competition that may affect changes in the organization (Falletta, 2005).
Likert System Analysis
Likert system analysis is one of the organization diagnosis models that address issues that are related to decision making processes, motivation, goal setting, performance, interactions, control, and communication. Likert linked these factors to four management styles that include consultative, exploitative-authoritative, benevolent-authoritative, and participative. However, since its inception, Likert system analysis or scale has been altered many times by different researchers. The weakness with Likert system analysis is that it is dependent on the perception of an individual and so it is easily subjected to bias (Dutta, 2001).
Weisbord’s Six-Box Model
Weisbord’s Six-Box Model evaluates six aspects of an organization life. These are purpose, relationship, structure, assistance mechanism, rewards and leadership. The model recognizes organization structure as the foundation that is cemented by goals and mission of the organization. The model identifies organization inputs, their processing or transformation and finally the output. However, the disadvantage with this model is that it does not provide any distinction between informal and formal systems and the fit between elements of an organizations and the organization itself, all of which affect the operations of the organization (Falletta, 2005).
Congruence model for organization analysis
Congruence model for organization analysis identifies outputs, throughputs and inputs in relation with the open system theory. Before the analysis of Congruence model for organization analysis, it is imperative to understand the theoretic background behind open system theory. Open system theory holds that any organization depends on the environment to obtain its inputs. The congruence model incorporates three models, which are open system theory, weisbord six-box model and Leavitt model. Congruence model for organization analysis presumes that organizations are dynamic entities, open system, interactions occur at individual, system and group levels and organization behavior exists at group, individual and system levels. Inputs include history, resources and the environment while output includes individual, organization and group. This model identifies the fit between components of the organization, components and the organization as a whole and so it can be stated that the model is congruence (Edwards, 2000).
The Burke-Litwin Model of organizational change
The Burke-Litwin Model of organizational change is a new organization diagnostic model that differentiates climate and culture within an organization setting. It identifies the differences between transactional and transformational dynamics and deeply highlights the form of influences of different variables within an organization. The operation of this model is based on 12 other organization diagnosis models (Fligstein, 1999).
McKinsey 7S framework
This model recognizes the 7 important organization variables that include shared value, systems, skills, style, structure, staff, and strategy. It further identifies the relationship and link among the variables. According to this model, organization emphasizes on those variables that can bring changes and pays less attention on others. Although this model is vital in identifying variables which an organization can change, it fails to recognize the essence of external factors (Dutta, 2001).
Issues affecting whole food markets
Whole foods Marlet inc is an American based foods supermarket chain that was founded by John Mackey.It’s headquarter is in Austin,Texas. The issues are the management system, Its supplies and the products it offers in the market.
Whole food market supplies
The organization purchases its products, which it sells at retail level, from local, international and regional wholesale vendors and suppliers. Most of them purchases take place at national and regional levels to enable the organization get volume discounts from distributors and major vendors. The organization commits itself to purchase supplies that meet the quality standards that it sets and most of the products come from within America and employees a strategy called producer-and manufacturer-direct programs. In some region, the organization has employees called “forager” and the sole duty of the forager is to source local supplies for each store owned by the organization. Despite the purchase of most of the supplies is from American producers, the organization also purchases products from developing world and so its purchasing initiative stresses on social responsibility and ethics in relation to the imported products. Its social responsibility and ethics include high products quality, fair prices for crops, environmentally friendly practices and fair labor conditions and wages (Edwards, 2000).
Management system of Whole foods market
The organization has 12 geographical divisions with each division having its network and president. The Whole food Market Inc has a 4-tier hierarchy of employment that includes facilities employment, store employment, Global headquarters and regional offices. The hierarchal control applies the vertical communication systems which are vital in enabling supervisors to work effectively and increases visibility. The hierarchal control offers sufficient authority to sub levels of workers who oversee the operations of the stores effectively. Whole foods market engineers a culture of motivation where it values and respects its employees, provides its employees with opportunities for promotion and encourages employee store-opening initiatives (McLaughlin & Martin, 2009).
Products offered by Whole foods market
The organization trades in products that satisfy its self created quality standards of the food stuff being natural and products are minimally processed, which make them free from preservatives, sweeteners, artificial flavors, and hydrogenated fats. Further, the organization does not sell milk or meat products from cloned animals. The products offered by the Whole foods market include USDA-certified organic products and foods. These products are environmentally friendly and ecologically responsible. It can be stated that the quality emphasis of the products are aimed at ensuring that their consumers consume healthy products, the environment is safe for human habitation and the standards adhere to the highest levels of social responsibility and ethics (Fligstein, 1999).

Diagnosis of Whole foods market using congruence model of organization analysis
The essence of using congruence model of organization analysis is because it identifies the inputs, transformations or throughputs, outputs and their relationship or fit. Further, the model recognizes the environment of input and appreciates the role of external factors in influencing change of organization success.
The input includes natural food supplies which it purchases from local, national and international suppliers. Further, the organization receives a portion of its inputs from developing countries. In ensuring high quality input, Whole Foods market has its own quality standards hence, leading to the opinion that it has an optimal input system.
Throughput involves the process that transforms the input into output and in this case, the throughput to be considered is the management and employment systems. The hierarchical control applies the vertical communication system, which is vital in enabling supervisors to work effectively and increases visibility. The hierarchical control offers sufficient authority to sub levels of workers who oversee the operations of the stores effectively. However, much needs to be done on labor relations where most are not unionized thus exposed to abuse and mistreatment.
The output of the organization includes the products it offers in the market and these include natural foodstuffs and products that are minimally processed. The output ensures that the organization is environmentally friendly and the products are healthy to consumer.
The organization is congruent because its operations are affected by external factors that include its customers for whom it has set high quality standards to ensure that they are safe. Further, other external factors include health regulators who ensure that it sells products that are not contaminated.

References
Falletta, S. V. (2005). Organizational diagnostic models: A review and synthesis. Retrieved 14th October 2009 from http://www.leadersphere.com/img/Orgmodels.pdf
Dutta, R. (2001). Organizational diagnosis. Retrieved 14th October 2009 from http://www.isical.ac.in/~ddroy/odiag.html
Fligstein, N (1999). The Transformation of Corporate Control, p. 42. Harvard University Press. PDF
Edwards, R. (2000). Contested Terrain: The Transformation of the Workplace in the Twentieth Century. New York: Basic Books.
McLaughlin, K & Martin, T. (August 5, 2009). “As Sales Slip, Whole Foods Tries Health Push”. The Wall Street Journal.