Organizational Diagnosis and Change Management

The rate at which organizations are adopting change has not slowed down in the recent past and is likely to increase in the future. The reasons behind this are not particularly hard to discern given the fact that rapid and continual innovation, technological advancement and the discovery of better management practices are driving changes in organizations’ systems and processes. A good example is the discovery of the internet which has enabled faster communication and easier access to knowledge. In addition to the above, globalization is tearing down traditional approaches to management. “It is no wonder that relentless change has become a fact of organizational life” (Hayes, 26).

My organization has not been left behind in the quest for change in some critical areas of management. The need for change has been precipitated by the competition in the market and industry dynamics have that have necessitated the need for companies to make concerted efforts streamlined towards ensuring that high-quality goods and services are offered in the market at competitive prices. The purpose of this coursework paper is to carry out the organizational diagnosis in my organization and point out critical areas that need change. A number of factors related to the adoption of this change will also be highlighted.

The department in my organization that is in dire need of change is the sales and marketing department. This is because of the fact that competition from organizations providing similar products and services are putting our products in an uncomfortable position in the market. Competition is great incentive to change in an organization. In the case of my organization, competition in the market has necessitated the needed for a paradigm shift in the manner operations are handled in the sales and marketing departments. As a manufacturer of cosmetics and related products, my organization relied on point of sale retailers to sell its products to consumers. This traditional approach of selling products to our customers can no longer guarantee customer satisfaction.

The drivers for change in my organizational scenario has therefore been competition posed by our competitors, advancement in technology and the need to increase the sales out put and increase our bottom line profits. These have also been necessitated by market demand which forms another important driver for change in an organization. Companies and organization normally respond to the requirement of the market and my organization has not been left out of the bracket. My organization my develop a website through which consumers will not only find all the product details will also procure the products online and pay instantly. On receiving the request for purchase of a particular product and payment, our point of sale retailers nearest to the customer will be contacted by our sales staff to deliver the product as soon as possible. A cocktail of benefits will be realized from this initiative.

Human implications in adoption of this adoption will be vast because a number of changes will affect related departments such as human resources and finance department. This change requires that individuals and departments transform their work culture and skills. Managers always find difficulties in their efforts to institute this organizational change because of the belief within the management ranks that change comes along at a cost and change might at times impact negatively on individuals. Whereas that remains the situation, resistance to change is not always irrational given the fundamental fact that change within an organization does not always translate to benefits to an organization.

In addition to the above, this change management must encompass best strategies to ensure smooth transition from one phase to the other. This fact is buttressed by Management-Hub (1) by stating that “change management plays an important role in any organization since the task of managing change is not an easy one because when we say managing change, we mean to say that making changes in a planned and systemic fashion.” Implications of this change may come as a result of resistance to change which may mean that the versions of this change will not have been properly addressed and may impact negatively in an organization. A good example where change may face good resistance is when “a product that is popular among the customers may undergo a change in design based on the triggering factor like a competitive product from some other manufacturer” (Management-Hub, 1). Such factors that may create big impact will be avoided at all costs.

The design in which change is handled determines to a large extent the level on how change will be effective because change management gives rise to reactive and proactive responses. Failure to give due consideration to the management of these responses may result to sudden shifts in organizational culture, lead to stress and create internal divisions and conflicts. Hayes (27), “how we respond to the changes and whether we might experience a stress reaction depends on a number of factors.” An effective balance between level of change and ability to change must therefore be analyzed before instituting change to prevent possible fallout as demonstrated by McCalman and Paton (2008).

McCalman and Paton (2008: 1).
McCalman and Paton (2008: 1).

Furthermore, the change will demand employee training on this innovative approach to sales and marketing management. The need for personnel training and role of leadership form the most critical elements is seeking solutions to problems within organizations. This is because personnel training equip them with necessary skills in managing change and solving internal employee problems. Change requires that individuals, institutions and businesses transform their work culture and skills and is a process that involves different phases. The ability to transform the culture and skills within the workplace calls for better equipped personnel with the know-how on balancing the demands of workforce.

In addition to the above, personnel training is part of the overall development program that is directly correlated to the enhancement of their capacities to solve problems. Leadership style on the other hand refers to the manner and approach in which directions, motivation, planning and implementation of projects are executed. The process of coming up with the right and effective approach to leadership is complex and many considerations must not be left aside especially in change management and problem solving. Effective leadership skills are thus critical in the efficient organizational management especially in seeking solutions to problems.

In conclusion, my organization stands to reap a cocktail of benefits from the successful institution of this change. It must however follow best strategies in change management and institute the culture of employee training. Business enterprises need continuous change management to ensure that they grow and develop. This aspect of change is precipitated by the dynamic nature of business world as well as uncertainty of economic situation. Technological development comes up with new ways and strategies of operation which companies and organization need to adopt to ensure that they effectively compete in the business.


Hayes, John. The Theory and Practice of Change Management. Palgrave Macmillan. 2007.

Management-Hub. Role of Change Management in an Organization. 2010. Web.

McCalman, James and Paton, Rob. Change Management: A Guide to Effective Implementation. New York: SAGE Publications Ltd. 2008.

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