Organizational diagnosis has been identified as a significant issue in terms of organizational change and organizational development (Leech, 2011). It has been noted by a number of researchers that management of change in organization involves the consideration of three key questions of what (the content related to initiation of change), how (the process for initiation of change) and why (the reasons for initiation of change). Organizational diagnosis further covers a number of aspects, and hence, is given huge significance from the perspective of organizational change (Worley, 2014). It is a method used for analysis of organization while identifying the shortcomings of organization for neutralizing them by the initiation of organizational change. This report will cover the concepts related to organizational change management and diagnostic process, referring to the case study provided. It has been anticipated in the case study that the newly established School of Business across the All Star University will have to consider reducing its work force by 20 per cent if the proposed guidelines of budget are met.

1. CASE STUDY ANALYSIS:
ORGANIZATIONAL CHANGE AND
DEVELOPMENT

2. Table of Contents
Introduction................................................................................................................................2
Overview of the Case Study ......................................................................................................2
Identification of Core Issues arising from Amalgamation.........................................................3
The Diagnostic Process..............................................................................................................4
What information is needed? .................................................................................................4
How will the information be collected?.................................................................................4
How will the data be evaluated? ............................................................................................5
What models can be used?.....................................................................................................5
Integrated Approach to Intervention..........................................................................................5
Conclusion .................................................................................................................................6
References..................................................................................................................................8

3. Introduction
Organizational diagnosis has been identified as a significant issue in terms of organizational
change and organizational development (Leech, 2011). It has been noted by a number of
researchers that management of change in organization involves the consideration of three
key questions of what (the content related to initiation of change), how (the process for
initiation of change) and why (the reasons for initiation of change). Organizational diagnosis
further covers a number of aspects, and hence, is given huge significance from the
perspective of organizational change (Worley, 2014). It is a method used for analysis of
organization while identifying the shortcomings of organization for neutralizing them by the
initiation of organizational change. This report will cover the concepts related to
organizational change management and diagnostic process, referring to the case study
provided. It has been anticipated in the case study that the newly established School of
Business across the All Star University will have to consider reducing its work force by 20
per cent if the proposed guidelines of budget are met.
The aim of this report involves three folds. There will be identification of three core problems
that could arise as a result of amalgamation. Further ahead, related to the facts of this case,
the diagnostic process will be applied, based on which, the integrated approach to
intervention will be identified. Key points of conclusion will be drafted in accordance with
this analysis.
Overview of the Case Study
All Star University was formed as an amalgamation sponsored by government between
Redbrick Institute of Technology operating since 20 years, and old Sandstone University
operating since 115 years old. Since the amalgamation, the University has been facing major
difficulties of finance, with the loss of almost 10 million dollars since the past financial year.
Traditionally, Sandstone University laid emphasis on academics, with reflection across the
courses of study. As a result of the amalgamation, there had been a combination of the School
of Business at Redbrick Institute and Sandstone University’s School of Economics. The
School of Economic was responsible for teaching industrial relations, labour economics,
mathematical economics, statistics, economic history, economic geography and economic
theory. Since long, there has been a major decline in the demand for the courses. Further
ahead, with reflection of different focus and background, the School of Business at Redbrick
Institute has been offering majors in Human Resource Management, marketing and finance,

4. with major demands for the subjects among students. The staff members of Sandstone
University have attained high academic qualifications, with perceiving of academics oriented
with research. On the other hand, the staff members at Redbrick have less qualifications in
academics.
Identification of Core Issues arising from Amalgamation
At the Sandstone University, research publications and academic qualifications are prized on
the basis of teaching ability and practical experience. The terms and conditions of
employment are determined by the negotiation of collective agreement between the
university and the Union. There is tenure among almost 85 per cent of the staff members,
while there is determination of pay by seniority, and every employee within the same
category have been receiving the similar rate of payment. On the other hand, there are only
28 staff members at Redbrick, and the employment is done over individual contracts, varying
from a duration of 1 to 3 years. Majority of the staff members at Redbrick are known to be
having extensive experience at work, taking major pride in the reputation for excellence in
teaching, focused on preparing 1000 students studying under them for entering the real world.
As mentioned in the overview of the case study, it has been identified that there is a major
gap in the qualifications of staff members at Sandstone University and Redbrick Institute.
There is dissatisfaction among the staff members of Sandstone University due to the merger
between the two universities as more emphasis is laid upon performance and costs. There
have been increased concerns among the staff members with respect to prestige, research
output, academic standards and job security. In context with these facts, it can be stated that
there is lack of awareness across the staff members for the amalgamation taking place and
hence, the following key issues can be identified in this context:
 Identification and communication of reasons for the decision of amalgamation with
the work force: Some of the employees have been seeing this amalgamation as
upsetting and dislocating. There must be effective and open communication with each
and every employee in the entire phase of transition (Worley, 2014). In the specific
sense, HR efforts must focus on communicating with the workforce regarding the
need for initiating change, explaining how this change will be beneficial, and focusing
on management of stress accompanied with the change.

5.  Assessment of corporate cultures, while comparing union contracts, compensation
and benefits and taking decisions on key practices and policies of HR: Both the
Universities are driven by different sets of values and priorities. For fostering
innovation in the amalgamation, focus must be created on anticipation of cultural
challenges, while steps must be taken for the integration of these cultures (Otley,
2009).
 Fair decision for who will be retained and who will be detained from the job: There is
a need for reducing the staff members across the new merger, and hence, there will be
a need for determining new structure of organization, while focusing on the retention
and motivation of key talent (Leech, 2011).
The Diagnostic Process
The diagnostic process focuses on answering the following key questions, the answer to
which provides a better scope of success in management of change. These questions will be
answered further ahead in this part of the report. It is important to note that the key issue is
regarding the decision to detain the staff members delivering poor performance.
What information is needed?
The information required for dealing with this issue of change is to review the performance
and plan the process for adding value, identifying barriers of organization, offering the
opportunity for exploration of career aspirations and providing honest dialogue and feedback
to the employees (Leech, 2011). This information will help in providing a sincere,
meaningful and well planned process for the generation of open and honest dialogues that
include constructive and corrective feedback related to the conduct and performance, in
which there can be occurrence of two- way feedback across the workforce. The supervisor
and employees will be allowed for creating concise and clear standards of performance in
relation with the directions and priorities to be considered across the University (Otley,
2009). In addition to this, this information will be ensuring that standards of performance
provide a reflection of key areas across the duties and responsibilities in accordance with the
description of position.
How will the information be collected?
For the collection of this information, a number of resources will be used including the
colleagues, students, peers and supervisors, for gathering data such that there will be an

6. identification of key skills, attitude and knowledge of the employees as exceptional and
adequate, separating it from the ones requiring improvement. In addition to this, there will be
identification of key opportunities for initiating growth by changes across the description of
position or assignments on short term basis (Worley, 2014). Also, if appropriate, there must
be reviewing of behaviour and performance problems for which training sessions had been
provided to the work force. This process will help in the documentation of specific
improvements of behaviour and performance as under expectation.
How will the data be evaluated?
For the purpose of evaluation, the information collected is to be reviewed, while gathering
information as required and routing them up across the management team, moving towards
the department of human resource. A copy of the feedback and information collected has to
be passed on to the respective employee as well, noting down suggestions that could be
incorporated for the improvement of employee performance (Anderson, 2010). Check-ins
must be set for the measurement of progress among the employees, in accordance with the
key objectives set, ensuring the clear understanding of objectives, providing them with
effective feedback, while being in conformance with the viability of objectives.
What models can be used?
The competence model can be considered most significant in this context for management of
performance that has been identified as a leading method to diagnose, frame and improve
each and every aspect related to management of human resource (Eckerson, 2009). A well
implemented and design model will end up becoming a strategic edge in the integrated
process of performance management.
Integrated Approach to Intervention
As an integrated approach to intervention, there will be a need for considering three key
strategic basis that are behavioural strategy, structural strategy and technological strategy
(Harvey, 2011). The purpose of behavioural strategy is focused on changing values and
attitudes, for the establishment of new behaviours. The key purpose of structural strategy is
focused on changing design and structures for the establishment of new relationships (Hayes,
2014). The key purpose of technological strategy was focused on changing the methods and
approaches for the introduction of new processes. The collaboration of these strategies will

7. help in the improvement of performance on the whole. The behavioural strategy will be
adopted by the consideration of four key steps that are as follows (Leaf, 2010):
 Deciding which key decisions will be warranting the effort
 Identifying the biases most within the scope of being affected by crucial decisions
 Selecting tools and practices for countering the biases as most relevant
 Embedding the practices across formally presented processes
In the structural strategy, focus is created on initiating changes across the structure stemming
from external and internal factors, typically affecting how operations are conducted across
the university including things like the hierarchy of organization, systems of management,
chain of command, structure of job, and procedures of administration. These include creating
the need for initiating change in structure in accordance with the changes taking place across
the market (Leech, 2011).
As a technological strategy, the management dashboards can be used as a significant IT tool
for management of performance. This will help in bringing together information of
performance with a display concisely so that the levels of performance are simplified for
communicating and understanding. There will be analytical capabilities and management of
data with the continuous development of apace (Otley, 2009).
As identified and analysed from the case study, it has been identified that major gap lies in
the qualifications of staff members at Redbrick Institute and Sandstone University. There has
been an increased dissatisfaction among the staff members of Sandstone University as a
result of the merger between the two universities as more emphasis is laid upon performance
and costs. Considering the diagnostic process and integrated approach to intervention, the
merger will be able to sort out the most employees delivering best performance from the ones
affecting the overall quality of the university, while enhancing the scope of success with the
merger (Stewart, 2002). Thus, these facts must be considered for the enhancement of
performance that is being compromised currently affecting the overall success of the
University
Conclusion
The diagnostic process has helped on answering four key questions, the answer to which
provides a better scope of success in management of change at the University. When
considering the integrated approach to intervention, there is a need to consider three key

8. strategic basis that are behavioural strategy, structural strategy and technological strategy
(Todnem, 2005). The collaboration of these strategies will help in the improvement of
performance on the whole.
There have been increased concerns among the staff members with respect to academic
standards, research output, prestige, and job security. When considering the facts from the
case, it is important to state that there is an absence of awareness across the staff members for
the merger taking place (Worley, 2014). In addition to this, the university must consider
reviewing of behaviour and performance problems for which training sessions had been
provided across the work force. This specific process will help to document specific
improvements of behaviour and performance as under expectation. There must be setting of
check-ins for the measurement of progress among the employees, in accordance with the key
objectives set, ensuring the clear understanding of objectives, providing them with effective
feedback, while being in conformance with the viability of objectives.

9. References
Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results
through conscious change leadership. John Wiley & Sons.
Eckerson, W. W. (2009). Performance management strategies. Business Intelligence
Journal, 14(1), 24-27.
Harvey, D. (2011). An experiential approach to organization development. Upper Saddle
River, NJ: Prentice Hall.
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
Leaf, P. J. (2010). Examining the effects of schoolwide positive behavioral interventions and
supports on student outcomes results from a randomized controlled effectiveness trial in
elementary schools. Journal of Positive Behavior Interventions, 12(3), 133-148.
Leech, N. L. (2011). Research methods in applied settings: An integrated approach to design
and analysis. Routledge.
Otley, D. (2009). The design and use of performance management systems: An extended
framework for analysis. Management Accounting Research, 20(4), 263-282.
Stewart, T. (2002). Multiple criteria decision analysis: an integrated approach. Springer
Science & Business Media.
Todnem, R. (2005). Organisational change management: A critical review.Journal of Change
Management, 5(4), 369-380.
Worley, C. (2014). Organization development and change. Cengage learning.