ORG4801 ASSIGNMENT 2 OF 2023
UNIQUE CODE: 856556
, TABLE OF CONTENTS
PAGE NO.
QUESTION 1:
I. INTRODUCTION ……………………………………………………………………………….. 2
II. Diagnostic Process Steps that the New CEO Followed ………………………. 3-4
III. The Diagnosis Process Steps Not Followed by the New CEO ……………… 4-5
IV. Implications of the Steps Not Followed by the New CEO ………………….. 5-6
V. CONCLUSION …………………………………………………………………………………… 6
QUESTION 2:
VI. INTRODUCTION ……………………………………………………………………………….. 7
VII. Reflection On Knowledge and Skills Gained from Module Content …… 7
VIII. Reflection on Areas of Improvement and Techniques to Improve on
those Areas ……………………………………………………………………………………… 7-8
IX. CONCLUSION …………………………………………………………………………………… 8
X. REFERENCE LIST ……………………………………………………………………………….. 9
1
, 1. QUESTION 1: Diagnostic Process Steps and Their Implications in the SSSE Case
Study
I. INTROCUCTION:
Organisational diagnosis is a process that involves gathering, analysing and interpreting
information about how an organisation functioning. Therefore, organisational diagnosis
includes the selection of an appropriate model for diagnosis, clarification and obtaining the
required information, analysis and interpretation of organisational functioning. The role of
organisational diagnostic models is to simplify the real world to understand organisational
functioning. Management of an organisation usually conduct an organisational diagnosis
when they have recognised a need or opportunity for change and require evidence to
support the change agents. Consequently, a conversation about organisational diagnosis can
only begin after a needs assessment has been complete Organisations can conduct a
diagnosis for various reasons such as to compare employees’ attitudes and opinions,
improve employ satisfaction and performance and gain insight for future decisions.
Justification for initiating organisational diagnosis is always required before starting any
change processes (Martins, Martins & Viljoen 2017).
The case study of Site Security and Secure Escorts (Hayes, 2022) provides an interesting look
at the challenges of implementing change in a large organization. The new CEO, who is
brought in to address a number of security issues, quickly realizes that the company's
culture is resistant to change. He attempts to implement a number of changes, but he is met
with resistance from employees and managers.
In this essay, I will identify and critically discuss the diagnostic process steps employed by
the new CEO, as gleaned from the case study. I will also identify the areas where the CEO’s
approach fell short of the recommended diagnostic process steps and the implications of
such shortcomings on the change process outcome.
2
UNIQUE CODE: 856556
, TABLE OF CONTENTS
PAGE NO.
QUESTION 1:
I. INTRODUCTION ……………………………………………………………………………….. 2
II. Diagnostic Process Steps that the New CEO Followed ………………………. 3-4
III. The Diagnosis Process Steps Not Followed by the New CEO ……………… 4-5
IV. Implications of the Steps Not Followed by the New CEO ………………….. 5-6
V. CONCLUSION …………………………………………………………………………………… 6
QUESTION 2:
VI. INTRODUCTION ……………………………………………………………………………….. 7
VII. Reflection On Knowledge and Skills Gained from Module Content …… 7
VIII. Reflection on Areas of Improvement and Techniques to Improve on
those Areas ……………………………………………………………………………………… 7-8
IX. CONCLUSION …………………………………………………………………………………… 8
X. REFERENCE LIST ……………………………………………………………………………….. 9
1
, 1. QUESTION 1: Diagnostic Process Steps and Their Implications in the SSSE Case
Study
I. INTROCUCTION:
Organisational diagnosis is a process that involves gathering, analysing and interpreting
information about how an organisation functioning. Therefore, organisational diagnosis
includes the selection of an appropriate model for diagnosis, clarification and obtaining the
required information, analysis and interpretation of organisational functioning. The role of
organisational diagnostic models is to simplify the real world to understand organisational
functioning. Management of an organisation usually conduct an organisational diagnosis
when they have recognised a need or opportunity for change and require evidence to
support the change agents. Consequently, a conversation about organisational diagnosis can
only begin after a needs assessment has been complete Organisations can conduct a
diagnosis for various reasons such as to compare employees’ attitudes and opinions,
improve employ satisfaction and performance and gain insight for future decisions.
Justification for initiating organisational diagnosis is always required before starting any
change processes (Martins, Martins & Viljoen 2017).
The case study of Site Security and Secure Escorts (Hayes, 2022) provides an interesting look
at the challenges of implementing change in a large organization. The new CEO, who is
brought in to address a number of security issues, quickly realizes that the company's
culture is resistant to change. He attempts to implement a number of changes, but he is met
with resistance from employees and managers.
In this essay, I will identify and critically discuss the diagnostic process steps employed by
the new CEO, as gleaned from the case study. I will also identify the areas where the CEO’s
approach fell short of the recommended diagnostic process steps and the implications of
such shortcomings on the change process outcome.
2
