Organizational Diagnosis
Company X, a medium size manufacturing firm in the United States, joined the outsourcing and offshoring bandwagon several years back when the a major percentage of the company's production facilities where moved to China. Like most American companies that engage in outsourcing and offshoring majority of their business processes, Company X also adhered to "the build-operate-transfer model, [where the] the ultimate goal was to take ownership of the offshore operation to reap the cost-savings associated with eliminating the vendor middle man (Overby, 2009). The company has been successful in this regard and when they initiated outsourcing and offshoring initiatives, in 2003, the company was able to gain full control of the offshore operations after only four years. Thereafter, the company also set-up a local service and support center to handle inquiries and concerns from their Southeast Asian clients. The service and support center was doing well until late last year when employee turnover was high and the replacement personnel have had problems with the operations of the business unit. I was asked to evaluate the situation and determine the problem regarding the personnel particular their inability to meet work standards.
During a one-week analysis phase when the initial organizational diagnosis is being undertaken, the personnel at the service and support center were immediately apprehensive. Their mindset was that they were being audited and that I was trying to locate the flaws in their operations. I had to convince the personnel that what I was doing was "collecting data during organizational diagnosis that can serve to motivate organizational members to learn about and participate in the change process (Leadersphere, Inc., 2009)." I explained to them that based on the last quarter 2010 and first quarter 2011 performance reports, the personnel of the business unit were not meeting standards and several customers have complained that they were not getting...
Home Care Company ABC Home Care Agency Capital Purchase Software Acquisition and its Benefits Capital Purchase of Software Customer Satisfaction Productivity Quality assurance Employee development Revenue improvement Economic environment of the organization Patient care Medical and allied health education Community service Cost containment Leadership role Clinical research The business requires alignment with the mission and objectives in order to attain a higher growth rate. The changing business environment and technological advancements enable the organizations to reduce cost of operations and provide quality services to their clients.
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