Organizational Diagnosis 1 And 8 ✓ Solved

Organizational Diagnosis 1organizational Diagnosis8org

Identify the core assignment and essential context of analyzing an organization’s strategies, goals, structure, and models. The task involves diagnosing an organization—specifically Apple Inc.—by examining its goals, scope, strategies, organizational model, and areas of alignment or misfit, as well as providing recommendations for improvement. The focus is on understanding how the organization’s strategy and structure support its success and identifying areas for potential change.

Sample Paper For Above instruction

Introduction

Organizational diagnosis is a critical process that evaluates the alignment of an organization’s strategy, structure, culture, and goals to ensure effectiveness and sustainability. This report conducts an in-depth analysis of Apple Inc., a globally recognized technology company, to understand its organizational goals, scope, strategies, and models. The diagnosis aims to identify areas where the organization fits well and where improvements are needed.

Organization Overview: Goals, Scope, and Strategies

Apple Inc., headquartered in California, USA, operates extensively across the globe. The company’s scope covers multiple disciplines and markets, from sales through its 175 Apple Stores across 175 nations to its manufacturing plants in China. Its broad scope includes selling hardware, software, and services, making it a multi-industry enterprise. This diversification has propelled Apple into various sectors, solidifying its influence in consumer electronics, software development, and digital services (Gagné, 2018; Moon et al., 2017).

Apple’s organizational goals are primarily bifurcated into business and community objectives. Business goals include enhancing customer experience and promoting innovation. Apple strives to provide unique, high-quality products and services, emphasizing innovation exemplified by products like the Apple Watch (Ordonez-Ponce & Clarke, 2020). Community goals are exemplified through corporate social responsibility initiatives, such as improving the lives of needy community members and empowering employees through education and development programs (Gagné, 2018).

Strategically, Apple’s marketing revolves around a high-value proposition focused on quality rather than price, differentiating its brand through innovative product offerings and advanced marketing channels like its website (Yousaf & Majid, 2018). An innovation strategy consistent with lean management practices involves making incremental changes to products, which reduces costs and wastage while maintaining product excellence (Gagné, 2018).

Organizational Model and Fit

Applying organizational models, Apple best fits the first quadrant, characterized by strong direct engagement with employees and direct strategies. The company promotes open access to management for employees, fostering transparent communication and collaboration. Employees can directly communicate with managers, and supervisors do not possess disciplinary powers but are expected to escalate issues appropriately. These characteristics support a collaborative and participatory organizational climate (Fiorio, Gorli, & Verzillo, 2018).

In terms of design aspects, Apple emphasizes relationships between its management and employees, aligning with Burton et al.’s connection aspect. However, it does not incorporate a divisional design, leaning more towards hierarchical structures that respect authority and operational control (Fiorio et al., 2018). This setup reinforces a top-down decision-making process with clear authority lines.

Addressing Misfits and Recommendations

Two areas of organizational misfit are identified: structural rigidity and cultural change. The existing hierarchical structure limits flexibility, and efforts to modify this could be facilitated through policy reforms that empower employees and decentralize decision-making. Cultural change, involving shifts in employee and management mindsets, will be more challenging due to its ingrained routines and norms.

Management could address structural misfits promptly by revising organizational rules to foster greater employee participation, possibly adopting more matrix or team-based structures. For cultural transformation, a longer-term, resource-intensive approach involving sustained training, internal communication, and leadership development is required. Executives must champion these changes, creating a shared vision that aligns with evolving market demands and internal aspirations.

Conclusion

Organizational models serve as essential frameworks to guide strategy, structure, and culture for organizational success. Apple Inc. exemplifies a model that aligns well with its goals, emphasizing strong relationships and strategic innovation. Recognizing areas of misfit and actively addressing them ensures sustained competitiveness and growth. Effective change management, particularly in culture and structure, is paramount for future organizational excellence.

References

  • Fiorio, C. V., Gorli, M., & Verzillo, S. (2018). Evaluating organizational change in health care: the patient-centered hospital model. BMC health services research, 18(1), 1-15.
  • Gagné, M. (2018). From strategy to action: transforming organizational goals into organizational behavior. International Journal of Management Reviews, 20, S83–S104.
  • Moon, H., Ruona, W., & Valentine, T. (2017). Organizational strategic learning capability: exploring the dimensions. European Journal of Training and Development.
  • Ordonez-Ponce, E., & Clarke, A. (2020). Sustainability cross-sector partnerships: The strategic role of organizational structures. Corporate Social Responsibility and Environmental Management.
  • Yousaf, Z., & Majid, A. (2018). Organizational network and strategic business performance. Journal of Organizational Change Management.
  • Griffith, J. R. (2017). An organizational model for excellence in healthcare delivery: evidence from winners of the Baldrige Quality Award. Journal of Healthcare Management, 62(5).
  • Moggi, Bonomi, & Ricciardi, S. (2018). Against food waste: CSR for the social and environmental impact through a network-based organizational model. Sustainability, 10(10), 3515.
  • Maia, A., & Sichman, J. S. (2018). Explicit representation of planning autonomy in MOISE organizational model. 7th Brazilian Conference on Intelligent Systems (BRACIS), IEEE.

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