ORGANIZATION DIAGNOSIS (GM)

Organization Diagnosis (GM)

Organization Diagnosis (GM)

Introduction

Organizational effectiveness scholars E. Lawler and G. Worley (2006) provide evidence on how effective high-involvement work practices enhance performance and increased company profits. These practices are power, information, knowledge, and rewards. The authors discuss organizations' need to change. Those organizations that do not change will not be able to adapt. Lawler and Worley state that a good leader views the corporation [organization] "as a community of people...connected by a shared sense of identity and purpose.” Texas Nameplate Company (TNC) connects by a shared sense of identity and purpose, which acknowledges TNC as a 1998, and 2004 Malcolm Baldrige National Quality Award Winner. This learner reviews how TNC uses Information, Analysis, and Performance Measurement Diagnosis and Intervention to maintain an effective organization.

Strengths

Successful leadership and organizational effectiveness requires acquiring additional knowledge, skills, and abilities (Herman & Reichelt, 1998). TNC achieves key organization results through measurement, analysis, and improvement of organizational performance, which are section 4 of the Baldrige criteria. TNC purchased new computers and data software that compares the competition in the marketplace. TNC no longer shares a C: drive with the workforce, but now has incorporated a Local Area Network (LAN) to access information and maintain security measures. TNC created The New Hotrod (Hotrod) a Web-browser-based Intranet that integrates and updates Web pages to keep internal and external customers informed. The Hotrod system is also a search engine that can find and compare TNC's to the competition. The new Hotrod system allows TNC real time access to rich data that is significant to measure organization performance.

TNC embeds the Baldrige Criteria section 7 Results. Positive results are the focus on business growth with the use of TNC's 7 key business drivers; customer satisfaction, employee satisfaction, process optimization, environmental consciousness, controlled growth, and fair profit. Reaching business results of growth and success are doable by adhering to TNC's seven key business drivers. TNC's business achieves results by implementing TNC's action plan. The action plan includes employee buy-in. TNC focus and achievement of employee buy-in helps to keep the company financially strong and gain continual growth outside the Texas marketplace. TNC's (2004) leadership is revered as good to excellent in areas of importance to organizations key business requirements.

Opportunities for improvement

To facilitate improvement in TNC's analysis, and performance measurement system, the development of a leadership and team strategy that is in agreement with the strategy of the organization, the organizational strategy must be clearly articulated. LaRue, Childs, and Larson (2006) describe several key attributes related to strategy of the organization. The attributes include the flow of information, knowledge management, and planning related to the organizational mission and vision. Combined with the knowledge of the organizational vision, mission, strategy, and customer needs, the team can develop a strategy that reflects the purpose of the team's development. Jones and Shilling (2000) offer signs, which determine if the strategy of the team is correct. The signs include passion and excitement within the team with a shared understanding of the ...