Evaluating Organizational Diagnostic Models: A Comparative Analysis

This report examines three prominent organizational diagnostic models: Galbraith's Star Model, Nadler and Tushman's Congruence Model, and the Burke-Litwin Model. The report begins by highlighting the importance of organizational diagnosis in navigating the increasingly complex external forces faced by modern organizations. It then provides a detailed overview of each model, outlining their core components, strengths, and limitations. Galbraith's Star Model is presented as a framework for aligning strategy, structure, processes, rewards, and people to achieve organizational goals. Nadler and Tushman's Congruence Model is discussed as a tool for identifying and resolving problems by analyzing the fit between tasks, people, structure, and culture. The Burke-Litwin model is described as emphasizing the impact of environmental factors on organizational change, with a focus on aligning strategy, mission, culture, and individual needs. The report includes a comparison and contrast of these models, and their applicability for diagnosing organizational issues and implementing effective change strategies. The report concludes with a second-person perspective which compares and contrasts Galbraith's Star Model and Nadler and Tushman’s congruence model. It also provides a comprehensive analysis and a system perspective of the organizational change.

1. First person
Introduction
In this modern world, every single organization or management is trying to figure out
how to deal with dramatically increasing external forces. Thus, in this changing
environment managers are the main roles to maintain the growth the productivity of an
organization. In developing and maintaining the competitive organization's the main and
important factor is the organizational diagnosis. An efficiently considered and well-
planned diagnosis process is the best way to improve the business.
Organizational leaders and theorists introduced many diagnostic models for
organizational improvement. These models can describe the total behavioral output of
the organization. Even though there are many different models, change manager should
choose the one which suits the best to the organization. If we see the change process
behaved in Swan Care, the best diagnostic model deals with the issues of the
mentioned organization are followed below:
1. Galbraith's star model
2. Nadler and Tushman's Congruence model
3. Burke-Litwin model
Model 1: Galbraith’s Star model
Galbraith’s Star model is the one of the models that can be the foundation of company
bases. This model is effective by its controllable policy and it’s the way how influence
employee behavior. Managers should get skilled with the policies so it can help to
shape the decisions and help to control the organization effectively. In the star model
there 5 policies:

The first one is strategy which decides direction. The second one is structure which
decides the power of decision-making’s location, the third one processes which should
do with flow of information. The fourth one is rewards which is obvious from the name
rewards and reward systems, the last one is people and related to people and the
influence or frequently of explain the workers’ skills (Galbraith,2011).
Strategy.
The strategy is the main key formula for the company’s winning plan. It can specify the
objectives or goals of the organization to be achieved as well as missions. It can set
basic directions to a company, can establish the useful criteria for trade-offs.
Structure.
The structure of the organization decides the replacement of the power or authorities in
the organization and divides into 4 sections:
 Specialization
 Shape
 Distribution of power
 Departmentalization

Processes
Information and decision processes are the functioning of the company. Organizations’
processes can be vertical and horizontal.
Vertical Lateral/Horizontal
Vertical processes are related to the funds and a talent as well as business planning
and budgeting processes.
On the other hand, horizontal is known as lateral processes and allocate a new product
development and sometimes fulfillment of the customers’ order or request.
(Galbraith,2011).
Rewards.

The reason of the creating the reward system is connecting the employee’s the goals
with organization’s goals. In this competitive century all the organization need this
system in order to motivate the employees. The reward system can offer
 Salaries
 Promotions
 Profit sharing
 Stock options
 Bonuses
Different business organizations require different reward systems. (Galbraith,2011).
People.
 Recruiting
 Selection
 Rotation
 Training
 Development are the part of the human resources policies that people policy can
govern.
Human resources policies can develop organization and at same time employees.
Some business organizations call for the people with mindsets or particular skills.
(Galbraith,2011).
Proposals of the Star Model.
As the arrangement of the star model, structure is the only one part of the organization’s
design. In this fast changing environment, structure is getting less important rather than
processes, rewards and people. (Galbraith,2011).
According to Star Model different strategies can lead different organizations.
Sometimes, the organizations overlook their results, well there is no all-fits structure that
can design all the companies, so every company has to subscribe their structure.
There is an implication of Star Model that describes that all the steps are important and
can’t be left in order to achieve the target.
Next, this model created in the way that managers can use it efficiently and can control
the employees and influence them by obeying the all steps of the Star Model.

Model 2: Nadler and Tushman's Congruence model
in the early 1980s David A Nadler and M L Tushman first developed the Congruence
model. The model helps to find out the problems inside the team or organization and fix
the problems.
According to Congruence Model is based on based on four elements: tasks, people,
structure, and culture in order to perform well in the organization. As a result of high
congruence and compatibility, organization can get high performance.

The diagram above shows the information about how the main elements relate to
strategy and performance. In order to apply The Congruence Model managers should
look at each component and then analyze how they connect to one another (Nadler,
1997).
Advantages of the Model
There are some advantages of this model.
First one is provides an organization’s social and technological systems graphic
representation. In terms of congruence everything has to fix in the business.
The second benefit is congruence model avoid the special approach to organizing. In
this model structure or culture doesn’t matter what matters is ‘fit’. Trying to copying the
other organization’s structure or culture doesn’t work with this model. Organization’s
operation how to adapt to set of cultural or structural circumstances is a congruence
model.
The third, this model allows understanding the ideas of the change and can help to
predict the influence of the change to the organizational system. The external
environment is originated by important change.
Finally, this model is a tool to improve or organizing ones thinking about business
strategies and situations. If we take the organization as a film we have to check the

every single shot in order to improve the whole film, likewise if we want to change the
organization we have to check the every dynamics even through its challenging (Nadler,
1997).
Model 3: Burke-Litwin model
The Burke-Litwin model informs the many different drivers of positions and drives in
terms of importance. The model is dramatically clear, the most important policies are
contained at the top, and less important policies are in the lower layers. In this model
one change gradually effect and influence one another.
Burke & Litwin (1992).
According to Burke and Litwin’s belief the most important drive for the change is an
environmental factor. It is managers’ responsibility that understands the external
changes and identifies implication for individually and for the team.
External environment can include factors as market, economy and competition, and
legislation, so change managers have to frequently check the environmental issues that
can impact the team of the productivity of the organization.

Strategy and mission articulates the foundation of the organization and explains why all
activities should be built. Well-planned strategy has significant impact on the work that
change managers do.
Organizational culture explains as behaviors, beliefs and values and conventions that
control the organizations. The manager should keep in mind that if the culture of the
organization is same as employees expected so there would be a any
misunderstanding.
Strategy and the work unit climate is the main factor for the change. In the fast changing
environment changes needs to be managed sensitively in terms of emotional or political
responses of the staff.
Task requirements and individual skills or abilities. The change manager is the one of
the responsible person to refill the team with skilled people or intend the improving
courses for employees if they can be developed or bring the gifted or well skilled people
outside of the organization.
Individual needs and values, in perfect word managers have to try to recruit or hire the
people who can fit the team members in terms of personal style, abilities or skills mix. It
is important that managers keep an eye on the team and identify the risks and solve
them less harmful.
Employee motivation. Motivation is the key factor of the change and can improve the
organization’s productivity if chosen correctly and the correct time. Sometimes it
considers as relating the individuals’ goals with organization’s goals.
2. Second person
The diagnosing model is be used to evaluate the organisation’s strengths and
weaknesses and shape the choices to intercventions for change. According to Harrison
and Shirom(1998), the strong impact of the diagnostic model is to provide feedback to
customers, form intervention to change the choice, and help to determine the effect of
diagnosis and counseling. So compares and contrasts the different diagnostic model
then choose the best model for organisation.
So i choose the Galbraith’s star model and Nadler and Tushman’s congruence model to
compares and contrasts, then discuss the best to untilse for diagnosing the stressbuster
organisation.

The Galbraith’s star model is used for analysing design choices, it is often be use when
a review of organisation design, the hierarchy start overload or Extensive changes are
taking place. It is developed by Jay Galbraith in 1960s, and it is be widely accepted by
people, because this approah can links competitive advantage to focus on aligning the 5
key variables about structure, people, processes and reward. In the star model, The
strategy is result of its vision, mission and value as well its goals and objectives.andit
establishes useful criteria for weighing and selecting alternative options in the remaining
the other four elements or organizational design. The structure determines the number
and type of jobs need, also determines the number of each departments and personnel.
It dictates the position and movement of power and authority and basis for formation of
departments.The processes are defined by the processes of information and decision
making,and every business model must demands the different processes.Reward
systems can make the emplyees and organization have the same goals, it is as a
motivate to worker can work harder to help organization have more profit. Each
busieness models require different reward systems.because the business model goals
is different, it can decision of how to design the reward system. The people means the
organizaiton's human resource policies, because the recruitment, promotion. rotation,
training and development should be decide by organization's need. This 5 key variables
change also influence about the other variables. And this model has some benefits to
us,first of all, this model can description the key organizational elements, and it is also
can recognition of the interaction between this elements, last but not least, this model
can make us see an organisation acts as an information processing substance. So this
model can help us to understand and recognizes the needs of the organizations to
adapt to changes in strategy, in market forces or in the rest of the external business
environment over time. And the star model also has some limitation. First of all, it does
not address some key elements including inputs/outputs and culture. And this model is
too simplistic, some elements may be will be ignore.
And about Nadler and Tushman’s congruence model be used for analysing the knockon
effects of change, it can provide a comprehensive analysis and a system perspective to
people. This model developed by David A Nadler and M L Tushiman in early 1980s, and
the basic principle of the model is that the performance of an organization is composed
of the four elements is task, person, structure and culture. When this four elements are
more higher with the congruence or compatiblity, the performance will be more greater.
And there also have 4 key organisational components in this model: work, people,
formal organisation and informal organisation. In this model, the work means they

should understanding about the nature of the tasks performance, Expected workflow
patterns and the assessment of the More complex features of the work, such as the
knowledge, skill it demands, the stress or uncertainty it involves and the rewards it
offers. And the people is important to identify significant characteristics of the core tasks
involved within the task of the person. The formal organisation is made by the
structures, systems, processes of the each organisation creates to group people, the
work they do together and coordinate design strategies to achieve strategic goals. The
informal organisation include a processes, practices and political relationship model that
embodies individual values, beliefs and accepted behavioral norms. And this model also
focus on transforming inputs into outputs. There are some benefits of this model. First of
all, this model are more easy to follow, then it is allows to disscussion about the formal
and informal organizations. Next, this model can highlight the mismatches and
congruence be show the people and also can shows cause- effect rellationships. Last
but not least, this model can help people to considers the influence of the external
environment. Not only this benefits, but also this model has some limitations.such as
some named elements may cause wheel rotation or neglect key aspects, and this
model looks appears to be too complex and difficult to make people understand. And in
the short term, the congruence can provide the improved effectiveness, but it look will
make fuel resistance to change in the longer.
Compare and contrast this two model, this two model both focus on the structure and
people. The Nadler and Tushman’s congruence model also focus on the culture, tasks
and outputs/inputs, but the Galbraith’s star model have not Involved. And this two model
both overlooking of some crucial aspects. The Nadler and Tushman’s congruence
model is more easy to follow and discussion about the formal and informal
organisations, the Galbraith’s star model has not discussion this parts.
3. Third person
Note: can you please write about 1200words about this part. and
conclusion. More details below:
Can you please only do this part(third person) The third group
member applies the best diagnosis model to the organisation; this means using the
components of the model to evaluate the organisation’s strengths and weaknesses,
and identifying the areas that need attention, ie an intervention
http://www.abc.net.au/tv/stressbuster/episodes/ep3.html

http://www.abc.net.au/tv/stressbuster/episodes/casenotes/swancare_final_re
port.pdf
Task 2 (assessable): Literature review, comparison of models, & application of
one model
Each group member is to find one current academic article (2016-2010) on change
management and one practitioner article (sourced from industry magazines such as
AHRI, or BOSS, also 2016-2010) that can be used in this assignment task. A
scanned copy of each should be included in the appendices for this assignment.
The first group member undertakes a literature review of the utility and application
of diagnostic models in general in different contexts; use citations from the sourced
articles and other academic sourced material you feel is relevant (minimum 6
references).
The second group member compares and contrasts the two selected diagnostic
models and argues which is the best to utilise for diagnosing the Stressbuster
organisation.
The third group member applies the best diagnosis model to the organisation; this
means using the components of the model to evaluate the organisation’s strengths
and weaknesses, and identifying the areas that need attention, ie an intervention.
This should be an integrated document that is coherent, logically structured, and well
supported with peer reviewed journal articles. Therefore the use of an online
collaborative sharing tool would ideally suit this task (ie Google docs, Dropbox etc).
Rationale
The use of a diagnostic tool or method enables you to determine what is wrong with
the organisation (gathering information and testing to find what ails the organisation,
department, or work unit), so that your treatment (intervention) is the most
appropriate. Diagnostic models provide a systematic “checklist” of issues from
different organisational angles. This can help determine least obvious causes of
problems, or the full range of issues that should be tackled.
Objective
By the end of this assessment task, students should be able to:
 Demonstrate a perspective on the theory and practice of organisational
change, through examination of relevant current research.
 Apply a model of diagnosis to an organization.
MGT320 Assessment 2 Marking Rubric Marker:
Assignment
Introduction
L
O
High
Distinction
Distinction Credit Pass Fail
Highlight aims/purpose of
the assignment
Outline of essay
structure
Main points previewed
Comprehensiv
e; purpose
and
significance of
the main
points are
clearly
explained and
Provides a
comprehensiv
e summary of
the essay and
a clear,
succinct
identification
of the main
Provides an
adequate
summary of
the essay
that identifies
the significant
aspects and
how they
Attempts to
identify the
requirements,
but does not
draw out their
significance
in relation to
the
Does not
identify/provid
es only a
limited
identification
of the
requirements
for the

signposted
through the
essay
structure.
point inter-relate. assignment. introduction.
Mark /3 3-2.6 2.5-2.3 2.2-2.0 1.9-1.5 1.4-0
Literature review of
diagnostic models and
their application
High
Distinction
Distinction Credit Pass Fail
Research the literature
on the utility and
application of diagnostic
models generally.
Outstanding
and insightful
examination
of the
literature
relevant to
general
diagnostic
models
Critical
examination
of the
literature
relevant to
general
diagnostic
models
Fair, accurate
and balanced
examination
of the
literature
relevant to
general
diagnostic
models
Limited or
unbalanced
examination
of the
literature
relevant to
general
diagnostic
models
Little or no
examination
of the
literature
relevant to
general
diagnostic
models
Mark /8 8 6-7 5-6 4 1-3
Compare and contrast
two models of
diagnosis
High
Distinction
Distinction Credit Pass Fail
Research the
assumptions and
propositions of the two
selected diagnostic
models highlighting
similarities, differences
and application contexts.
Outstanding
and insightful
examination
of similarities
& differences
of the
diagnostic
models
selected.
Critical
examination
of the
similarities &
differences of
the diagnostic
models
selected.
Fair, accurate
and balanced
examination
of the
similarities &
differences of
the diagnostic
models
selected.
Limited or
unbalanced
examination
of the
similarities &
differences of
the diagnostic
models
selected.
Little or no
examination
of the
similarities &
differences of
the diagnostic
models
selected.
Mark /8 8 6-7 5-6 4 1-3
Application of the best
model to diagnose one
organisation from
Stress Busters
High
Distinction
Distinction Credit Pass Fail
Elements of the model
applied.
4 All aspects of
the model
applied to the
case study;
insightful
evaluation of
strengths and
weaknesses of
each aspect
and causal
links
discussed in
depth.
All aspects of
the model
applied to the
case study;
strengths and
weaknesses
of each
aspect
evaluated and
causal links
identified.
All aspects of
the model
applied to the
case study;
strengths and
weaknesses
of each
aspect
evaluated
appropriately
All aspects of
the model
applied to the
case study;
strengths and
weaknesses
of a few
aspects only
briefly
evaluated.
Only a few
aspects of the
model applied
to the case
study;
strengths and
weaknesses of
those aspects
only briefly
listed.
Mark /8 8 6-7 5-6 4 1-3
Referencing &
Presentation Distinction to High Distinction Pass to Credit Poor
Use of research and
writing skills.
Language is appropriate:
reflects 300 academic
level and is neither-
colloquial, nor opinion-
based.
In-text citations
Draws on appropriate
academic literature.
Complete and correct
reference list in APA 6
Grammar and mechanics
(e.g. spelling and
punctuation) are
accurate.
Within word limit.
Presentation clear and in
essay format.
Clarity of expression, accurate
spelling and punctuation,
citations are used throughout
to support points made.
Reference list reflects citations
and follows APA style
accurately.
A structure is apparent, all
questions answered.
Some mechanical errors.
Few or no citations, fair or
poor reference list.
APA style used with some
errors.
Extremely
unclear, lacks
structure;
many
mechanical
errors and few
or no
citations. No
referencing.
Mark /3 3-2.3 2.2-1.5 1.4-0
Comments:
TOTAL /30

Reference
Benson,G.(2015). Implementing Your Business Model With the Galbraith Star Model.
Retrieved
December 11，2016 from
http://blog.strategyzer.com/posts/2015/2/03/
implementing-your-business-model-with-the-galbraith-star-model
The Congruence Model A Roadmap for Understanding Organizational Performance.
(n.d.).
Retrieved December 10, 2016 from
http://ldt.stanford.edu/~gwarman/Files/Congruence_Model.pdf