Diagnosing a Need for Organizational Change Case Study

Diagnosing a Need for Organizational Change - Case Study ExampleIn this regard, the disaster that befell the shuttle competition provided a strong focal point from which organization within bodies could be viewed. The Challenger broke into pieces moments aft(prenominal) takeoff on January 28 1986. Prior to this culmination of events, there had been revealing signs that were overlooked by the bodies in authority. A commission was formed to look into the matter and it filed its report after carrying out its research. In aerial of the above, NASA made most of the recommended modifications brought forth by the commission that was looking into the Challenger disaster. Despite this, the occurrence of the capital of South Carolina accident on February 1, 2003 opened a new chapter into the effectiveness of the recommendations, and most importantly, shed some animated on the issue of organizational culture that tends to undermine the effectiveness of organizations. Organizational culture is the aspect or custom of workers of an organization tending to carry out their activities in a way that may not be fully recommended, but in their organization, it is the norm (Carnall, 2007). While trying to counter this, models have been roundabout up to ensure the best productivity of organizations. Such is the Burke-Litwin model for organizational change. It aims at bringing change to an organization through the creation of connections between motion and the factors within or without the organization, which has an effect over the performance (Burke, 2010). The model relies upon a framework through which the analysis of both internal or organizational factors and orthogonal or environmental factors can be linked together to ensure superb performance of an organization. It links both theoretical aspects and practical ideas to result in the best performance (Burke, 2010). This is done in dozen dimensions each of which caters for a particular aspect of the organization. Ther efore, the Columbia Accident Investigation Board report and recommendations as put under the Burke-Litwin model would give a better view as follows 1. External Environment. sideline the Columbia disaster, CAIB realized that a number of external factors also indirectly resulted in the catastrophe. Such include such aspects as performance pressures from the public that tended to rush the organization into action hastily. Moreover, the budgetary allocations for the agency turn up to be insufficient following shifting national priorities. 2. Mission and Strategy. Furthermore, CAIB analyzed NASAs mission, and in comparability to the strategy employed to achieve that mission, the two were found not to tally. Moreover, the employees perspective was not in tandem bicycle with that of the top management (James, 2007). 3. Leadership. CAIBs report found the lead of NASA solely to blame for the disaster. It stated that the leadership lacked open-mindedness and could have acted quickly upon r ealizing that the space ship was damaged. However, this was not done hence exposing the laxity of leadership at NASA (James, 2007). 4. Organizational Culture. The report found out that NASA had come to adopt a culture through which matters were casually schemed through thereby leading to loopholes that provided avenues for such disasters. The foam responsible for the disaster had