BUS599 MBA Integrative Project Module II-Case
Stevie Stephens
Trident University

Introduction
The following paper looks to inform the reader of the six OD models widely used by organizations. Each of the six models is unique; bringing with them their own pros and cons. Along with the OD models, we will be covering three issues plaguing the Whole Foods Market today.
7s Model
McKinsey 7s model is a model developed by McKinsey Consultants with help from Richard Pascale and Anthony G. Anthos in the 1980s. McKinsey 7s model follows the 7 key internal parts of: approach, structure, arrangements, shared values, style, workforce and skills to permit organizations to realize its goals. Approach is a plan established by a firm to bring an economical advantage alongside with success competitor within the market. Structure is the organizational chart of the firm legendary for being one in every of the foremost visible and simple to vary parts of the framework. Arrangements are legendary for being the main focus for how managers accomplish business; particularly throughout structure modification. Skills are the talents of the staff of the firm. Staff is the amount of staff at intervals a corporation required to hold out the mission. Style is the management and leadership of top-ranking managers. Shared values are the basis of each organization and also the core of McKinsey 7s model; the standards that guide employee’s behaviour. The model remains one of the foremost popular strategic designing tools. McKinsey 7s model focus on the soft S’s: style, staff, skills, and shared values than hard S’s: strategy, structure, and systems. According to authors of the Model 7s, the pros and cons are as follows: The model is anything but difficult to use as partner explanatory structure. Since it consolidates both normal and burdensome parts with passionate and delicate segments, the partner is sufficiently expansive to include the key qualities of an association. The model can encourage guide hierarchical correction. Supervisors must follow up on all 7s in parallel, and comprehend that the components square measure reticulate. This interconnectivity makes a dynamic framework where one change needs the framework to adjust to another harmony. The human cerebrum discovers it famously hard to anticipate the impacts of changes in confounded frameworks. The model has restricted use as a period, numerical upkeep and observing apparatus. (McKinsey 7s Model)
Congruence Model
The Congruence Model is acquired from four elements: tasks, structure, people, and culture. A task is the work being administrated, along with however it's processed. People area unit the staff acting the organization’s essential tasks. Structure is formal structure; systems and processes that help support the organization. Culture is the unwritten rules that outline how work is admittedly accomplished it's enthusiastic about the attitudes, beliefs, commitment, and motivation of the organization as a whole. The Congruence Model provides a rigorous framework for analysing complicated structure issues, while having the fall back of being a protracted a chic method for alinement to take a position time in (The harmony Model). The Congruence is the best model as it focuses on external and internal organization. The Congruence model is the only model to use history as an input given organization a pattern to follow for past behaviours (Basu).
Burke-Litwin
Burke-Litwin Model attempts to make modification within the execution of a group by setting up connections amongst execution and in this manner the inside and outer elements. The model begins by laying out a structure, containing the influencing elements that will be controlled to guarantee a force apparatus move from one segment of the alteration technique to an alternate (Thakur).
The Burke-Litwin Model follows 12 dimensions: external atmosphere, organizational culture, structure, leadership, systems, management practice, mission and strategy, workplace unit climate, tasks, individual values acquisition, individual note value and needs, motivation level, individual and overall, and performance. Leadership is the outline and inventive creation of managing the course of the organization. External environment is the main outside factors that impact the organization and will be identified. Their direct and indirect impact on the organization should be clearly established. Mission and strategy are the establishments vision. Organizational culture pursues data on specific as well as a result of the silent rules, regulations, customs, principles and values that influence the organizational behaviour. Structure helps base a focus on the self-confidence, communication, responsibility, decision creation and administration that exists amongst the population of the association. Systems are the guidelines and processes with regards to the people and therefore the procedures of the business. The management practice shows but well the mangers adapt to the organization’s strategy once dealing with staff and additionally the resources. Work unit climate is that the connections the representatives offer with their colleagues and folks from completely different groups. An essential a district of warmth unit atmosphere. Tasks include understanding what a specific occupation is position requests and additionally the kind of abilities a worker ought to have to be compelled to satisfy the obligations of that employment. Individual values and needs try to investigate the representative's sentiment regarding their work. Distinguish the considerable qualities that will motivate employment improvement and better occupation fulfilment. Motivation recognizes the inspiration level of the staff. Individual and overall performance considers the level of execution; on individual and hierarchical level. The model excels in acknowledging these areas and gives them some say in negotiating ways in which with change being obligatory quickly. The model does however fall short in not taken into consideration views, ideas and opinions. Valuable information is typically incomprehensible and resistance can be raised. Lewin’s Force Field Analysis
The Lewin’s Force Field Analysis is a model industrialized by an American social psychologist named Kurt Lewin in 1951. The model is relatively simple to understand; used for analysing and managing organizational problems. The Force Field Analysis gives us a physical picture of the push and pull effects between forces around a given issue. Usually, there is a planned change issue delineated at the highest, and two columns. Restrictive forces in the right pillar and driving forces are listed in the left pillar. Arrows are drawn near the middle, with extensive arrows showing sturdier forces. The idea is used to express all the forces engaged on a given issue (Swinton). This model thrives in given information more quickly along with freeing up people’s time to do more interesting tasks. This model fails as staffs’ dislikes automated process along with cost of technology.
Leavitt Model
Leavitt’s model looks at organization in four interactive components. The four components are people, tasks, structure, and technology. People are the employees of the organization. People will need education and training to help them become familiarized with new tasks and structure in the organization. Tasks are the jobs the organization wants accomplished to achieve future goals and vision. Structures are the relationships, communiqué patterns and management between different management levels, departments and employees. Technology is the section of the association that aids of expedites the individuals to perform the tasks. The model is too simple to create any direct causative reports concerning the four elements. The Leavitt model also fails to address the role of the external setting. However, the model is easier to understand than other models.
Galbraith’STAR Model
Developed by Jay Galbraith, Galbraith’s STAR Model is used for analysing organization in the 1960s. This model is one of the most widely-used organizational design framework which focuses on five design elements known as strategy, structure, processes, rewards, and people that leaders can use to influence behaviour and performance outcomes in an organization. Strategy is the determines direction through goals, objectives, values and or missions. It defines the criteria for choosing an organisational structure, and the ways of creating the most effective trade-off between alternatives. Structure Determines is the location of higher cognitive process power. Structure policies can be divided into the section which are defined as followed:
• specialisation is defining as the variety and brand of job degrees;
• shape is defined as every level in the pyramid that span control of the organization
• distribution of power is defined as the level of centralism contrasted with regionalisation;
• departmentalisation is defined as the basis to generate subdivisions in an organization (product, process, occupation, market or layout).
Procedures are the stream of information and call forms over the association's structure, which can be either vertical through planning and planning, or level through sidelong connections. Individuals Policies are the impact and blueprint representative's attitudes and abilities through achievement, pivot, advancement, arrangement and improvement. Reward Systems Influence the inspiration of association individuals to brand representatives' ideas in agreement with the association's goals. (Galbraith). The model lacks in given a specific performance outcome and not implying causal relationships or directionality among the variables in the model. This model excels at outlining for conclusion making on critical design fundamentals that can be directly controlled by upper organization.
Whole Foods Woes
There are many issues facing the Whole Foods Markets, but we will discuss two: competition and cannibalization and brand differentiation. According to Sharma, Whole Foods' practically identical store deals have been in decrease since a year ago, and progressively, the failure to lift same-store income is because of infringement from huge contenders, for example, Wal-Mart Stores (NYSE:WMT) and Kroger Co. (NYSE:KR). However, it furthermore comes from territorial and local merchants, which battle with Whole Foods in each new market it enters.
In the organization's financial final quarter income call with experts, Co-CEO John Mackey came down the organization's technique to defeat rivalry along these lines: confirmed, will be focused on cost wherever we'd like to be, at the same time, above all else, the Whole Foods Market brand remains for the best quality, choice, and administration (Sharma). This announcement summed up perfectly how the organization plans to position itself moving forward.
Brand differentiation is a marketing method that showcases the variations between merchandise. Differentiation looks to build a product a lot of enticing by contrastive its distinctive qualities with different competitive merchandise. Successful product differentiation creates a competitive advantage for the merchant, as customers view these merchandise as distinctive or superior.
Best Model Moving Forward and Why Every module had different ways on handling organization, but none better than the Congruence model which included history in its way of increasing organization influence in the future. History is a map built over time that give organization blueprint on how to tasks were handled in the past, present, and even hints towards the future. Congruence model handles external and internal problems of organization extremely well intergrading tasks, people, structure, and culture. The Congruence model talked about the people who are arguable the backbone of organization. The people in charge structure tasks which are pasted down the line of power to the employees to handle. Culture is unwritten guidelines that define how action will be carried out in the workplace; depending on the beliefs attitudes, motivation, and commitment of the organization as a total. Culture is how an organization will carry itself down the line and adding this with history, you have a model every organization can use. Models are used to further grow the tasks of an organization with a step by step process. Each of the six model had their own strength and weakness, but none were as balanced as the Congruence model which intergraded history and culture into an organization. With many problems in the Whole Food Markets, light was shined upon Competition and Cannibalization and Brand Differentiation each plaguing the Whole Food Market to this day.

References

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