Weisbord (1976), Nadler and Tushman (1980) or Burke-Litwin (1992) diagnostic model

Select an appropriate organization that you have access to. The organization may be a private, a public or a voluntary organization. You may want to focus on a unit, sub division or even a department within the organization, particularly if the organization is very large or operates on an international or global scale.

You will need access to at least one key informant and access to some level of company documentation (for example, annual reports, web site, publicity material or other materials, if they are available to you). You may disguise the real identity of the organization by using a fictitious name if you prefer.

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Introduce the organization. Give a brief description of its background, vision, mission and strategies.

 Using the Weisbord (1976), Nadler and Tushman (1980) or Burke-Litwin (1992) diagnostic model, along with whatever other tools you think necessary (e.g. SWOT or PEST); undertake a systematic diagnosis of the organization (or unit / sub-division / department).

A brief analysis of the organization’s internal, external and temporal environment.

  •  An identification of the key problem(s) / inefficiencies facing the organization or the opportunities or activities with good scope for improvement.
  •  An outline of the interrelationships (if any) between the problems or inefficiencies identified.
  •  An identification of the underlying source(s) of the problem(s).

Based on the diagnosis identify a suitable intervention or set of interventions which you consider appropriate in tackling the problems identified. Justify your choice.

Develop a brief action/implementation plan based on your diagnosis. Change recommendations should be prioritise.

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