FLORIDA DEPARTMENT 4
FloridaDepartment of Transportation
FloridaDepartment of Transportation
Anorganizational diagnostic strategy refers to any approach that firmsuse to analyze a proposed development in the operation, determine theeffects of the planned change as well as investigate how the companyis prepared in adopting the tabled transformation. According toWalker (2011), changes in firms usually result in benefits or riskshence, an industry needs to conduct a study aimed at determining thepreparedness of the company. For instance, the Florida department oftransportation can decide to digitize its systems in line with itsgoals of improving service delivery in the organization (Škerlavaj,2011).Before the suggested change takes place, the group would primarilyconduct a study aimed at assessing how the team is equipped andwhether the plan will result in losses or improvements.
OrganizationalCapacity Assessment Tool
Theselected diagnostic tool is the enterprises’ capacity assessment,which is meant to help gauge the overall performance of the team.After the evaluation is done, the management then identifies theareas and sectors which need strengthening or further improvement anddevelopment. McLean (2006), report that the tool also helps abusiness to cut off the areas or sectors that are not performing andincorporate the ones which are working well.
Theprimary purpose of the OCA tool is to enable the venture to define animprovement plan that is based on self-assessed needs. For instance,the Florida department of transportation can assess itself and findthat it needs to implement a new technological system. The mainadvantage of this gadget is that it is different from other capacityassessments devices since it takes into considerations both the risksand benefits of the presented change in a corporation. A firm canview its current position and know which areas need improvement andwhat helps the business stands to get from such an undertaking.
Whenthe management of a company incorporates this apparatus, it fostersoperation and teamwork-building through the involvement of all thesectors and departments of the sector. This tool take cares ofadministration, compliance, and programs to ensure that staffunderstands the firm`s strengths and weaknesses and thus set the tonefor an improvement plan.
Thesuccess of the device’s implementation rests upon the use of itsseven domains, which include governance, administration, humanresource, managing finances, business management, programadministration, and project performance management. All the sevenareas are meant to work hand in hand for the betterment of thecompany. According to Burke & Litwin (2013), a failure in theimplementation of a zone can result in the inability of the entireteam hence, this gadget can only be useful if all the sectors arehandled as a collection(Walker, 2011).
Usingorganizational capacity assessment tool is highly recommended forbusinesses as it is one way of ensuring that the diagnostic strategyworks well. Additionally, it is adopted by many firms in ensuringthat the operation consistently knows where it is, where it wants togo, and the strategies it needs to put in place to achieve that goal.Practically, it enables the corporation in question, to assess theeffectiveness of previous strategies, evaluate the progress it ismaking at the moment, and identify the new areas of the undertakingthat needs to be strengthened.
Burke,W. (2011). OrganizationalChange: Theory and Practice.New York : Sage Publications .
Burke,W., & Litwin, G. (2013). "A Casual Model of OrganizationalPerformance and Change,". Journalof management ,18 (3).
McLean,G. (2006). OrganizationDevelopment: Principles Processes, Performance.San Fransisco : Berrett â€“Koehler Publishers.
Škerlavaj,M. (2012). Organizational learning culture—the missing link betweenbusiness process change and organizational performance. InternationalJournal of Production Economics, 106 (2), 346-367.
Walker,J. (2011). Factors influencing organizational change efforts: Anintegrative investigation of change content, context, process andindividual differences. Journalof Organizational Change Management, 20(6),761- 773.