Company Name: Amazon

Last week, you selected an organization for your project and wrote a report including the name of the organization (may be disguised) and the problem(s) the organization is facing. Prepare a report indicating the entry process. In your report, address the following prompts: When you enter the organization as an external consultant, justify whether you will use a problem-oriented or a development-oriented diagnosis for this project. Justify how you will determine the organization’s readiness for change. On the basis of your chosen diagnosis approach from the first bullet point, assess the organizational issue that is the target for change. Be sure to focus on root causes and not just symptoms. What will be the appropriate organizational level to initiate the change? (State the real issue for a real organization). Propose when you will give the organization feedback about the change you implement. How will you include feedback about how well the change is working in your action plan? What will that feedback be? Will you develop a survey to assess the effectiveness of the change, or will you use company reports that already exist or may need to be altered to gather pertinent information?

Sample Solution

Organization: [Disguised Name]

Problem: [Briefly describe the identified problem]

Diagnosis Approach: Problem-Oriented

A problem-oriented diagnosis is most appropriate for this project. This approach focuses on identifying the root causes of the problem and developing targeted solutions. Given the specific challenges faced by [Disguised Name], a problem-oriented diagnosis will allow us to delve deeper into the underlying issues and develop more effective interventions.

Full Answer Section

Determining Organizational Readiness for Change

To assess the organization's readiness for change, I will employ a change readiness assessment tool. This tool will measure factors such as:

Leadership support: The extent to which top management is committed to the change initiative.
Employee engagement: The level of employee involvement and support for the change.
Organizational culture: The extent to which the organization's culture is conducive to change.
External factors: The impact of external factors, such as economic conditions or industry trends, on the organization's ability to change.

Organizational Issue and Target Level for Change

Root Cause: [Identify the root cause of the problem based on your analysis]

Target Level: [Determine the appropriate organizational level to initiate change, such as top management, middle management, or employees]

Feedback and Assessment

Feedback Timing: Feedback will be provided at regular intervals throughout the change process, starting with an initial assessment after the implementation of the intervention.

Feedback Integration: Feedback will be incorporated into the action plan through ongoing monitoring and evaluation. This will involve:

Key Performance Indicators (KPIs): Tracking relevant metrics to measure the effectiveness of the change.
Surveys: Conducting employee surveys to gather feedback on the change initiative and its impact.
Focus groups: Organizing focus groups to obtain qualitative insights from stakeholders.
Company reports: Analyzing existing company reports to identify trends and patterns related to the change.

Survey Development: If necessary, a survey will be developed to collect specific data related to the change initiative. The survey will be designed to measure factors such as employee satisfaction, productivity, and overall performance.

By combining these methods, we can gather comprehensive feedback and make necessary adjustments to the change process to ensure its success.

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