Organizational Diagnosis, Slp: Time Warp!!

Running head: Case: Organizational Diagnosis, SLP: Time Warp!!

Trident University International

Douglas Dredden

Module 2 Case Assignment

BUS599 Case: Organizational Diagnosis, SLP: Time Warp!!

Dr. Matthew Ademola

McKinsey 7s Framework

Summarizing the past executive appointment announcement that Microsoft will be purchasing Skype. We can clearly start to see the evolution of a business structure, along with each unit's responsibilities:

Operations: Product, Marketing, Customer Care, Support

Technology: Engineering, Platform, Development Community

Strategy: Partnerships, Strategic Alliances, Acquisitions

Administration: Global Communications, Human Resources, Finance, Legal

Figure 1.

Using the 7s Frame work we can identify where Skype needs to go and the areas that needs to be improved. Now that Microsoft has purchased Skype, I suggest the use of this model to point out the weakness of the company. Although, using this model does not give you a fix action to whatever weaknesses that are found but it will identify them. Under new leadership, reorganization of the new acquisition has to take place to prevent past mistake and bad decisions.

Nadler and Tushman

Organization Development is a planned effort to increase the efficiency of the organization though planned involvement of the processes of the organization (Beckhard, 1969). The change management is a part of Organization model and among the various organizational models Nadler – Tushman Congruence Model is discussed.

Nadler and Tushman's model is a very harmonious model. It is an open system model which analyses the output of various organizations. According to Nadler-Tushman congruence model, organization's efficiency is determined by working together of the various elements of the organization.

Using this model proposes that effective management of change means attending to all four components, not just one or two components. Imagine pulling only one part of a child's mobile cart. The whole car wobbles and oscillates for a bit, but eventually all the different components settle down to where they were originally. So it is with organizations. They easily revert to the original mode of operation unless you attend to all four

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