DIRECTIONS Using the cited research from the textbook as a starting point, you are to find a current (as recent as possible) related journal article, preferably on the same topic. After determining whether the results and findings are the same or different from those cited in the textbook, you then need to explain what those similarities or differences mean, in plain English. All cited material must include both internal citations and a complete reference list at the end of the paper. A cover sheet should minimally indicate the name of the Research Report, the name of the course, the student’s name and the date. Article Specific Directions Chapters 7, 8 The point of the exercise is to find another article to compare and contrast with the points summarized in the text. 1. Use the topic of interest in the text to generate search terms. Here, you can use “SWOT analysis” for a term, but you may also want to find related terms such as “information gathering” as possible choices. 2. You do not want to merely summarize the article. You want to indicate whether the article you found is consistent or inconsistent with the material presented in the text. Then you want to discuss what these results mean to managers in terms of how SWOT analysis relates to conducting the change process. CITE MATERIAL FROM TEXTBOOK Weisbord’s six-box model Weisbord (1976) presents his systemic model as a ‘practice theory’ that synthesizes knowledge and experience from change agents. It provides a conceptual map of 6 elements or boxes that can be used to apply any (component) theories to the assessment of these elements in a way that can reveal connections and relationships between them. 1. Purpose-what business are we in? 2. Relationships-how do we manage conflict among people? How do we manage relationships with our technologies? 3. Structure-how do we divide up the work? 4. Leadership-is someone keeping the six boxes in balance? 5. Helpful mechanisms-have we adequate coordination technologies? 6. Rewards-do all needed tasks have incentives? It is an open systems model that recognizes the importance of organization-environment relationships but focuses most attention on what needs to be done internally to ensure that the organization able to adapt to external changes. Weisbord (1976) argues that effectiveness of an organization’s functioning depends on what goes on in and between the six boxes. There are two aspects of each box that deserves attention: the formal and informal. He argues that the formal aspects of an organization, for example stated goals or the structure as represented by an organization chart, might bear little relation to what happens in practice. Attention needs to be given to the frequency with which people take certain actions in relation to how important these actions are to organizational performance. This leads to consideration of why people do what they do, and what needs to be changed to promote more effective behavior. Leadership is seen to have played a role in coordinating what goes on in the other five boxes. Weisbord (1976) suggest a useful starting point for any diagnostic exercise is to: focus on one major output (of a unit or total organization); explore the extent to which the producers and the consumers of output are satisfied with it; trace the reasons for any dissatisfaction to what is happening in or between the six boxes that represent the unit or organization under consideration. Klofsten’s business platform model Klofsten’s model is useful when diagnosing what needs to be done to secure the survival of a new venture or to diagnosis why a new business is not thriving. Building on the ideas of Gibb and Scott (1986), Klofsten (1994) argues that a business’s survival and subsequent success are affected by the founder’s ability to build and maintain a business platform that comprises eight elements or ‘cornerstones’. 1. The business idea-a clear idea about how the business will create value for customers and profits for owners. 2. A product or service that customers want to buy at a price that will cover all costs and provide a profit. 3. The market-a well-defined target market that is large enough and profitable enough to ensure survival. 4. The organization-a structure that facilitates the coordination of activities such as purchasing, production, finance, marketing, staffing and distribution. 5. Core group expertise- access to the technical and commercial competencies required to develop and manufacture products and serve the market. Some of these might be provided by the business founder but others may have to be hired in or developed. 6. Core group motivation- high motivation and commitment from the business founder and other key individuals. 7. Customer relations-good relations with early and prospective customers. 8. Other relations-good relations with other stakeholders such as suppliers, financiers, regulators and distributors. Klosfsten asserts that an essential prerequisite for success is that a business reaches at a minimum level of competence in all eight cornerstones. Klofsten, M. (1994) Technology based firms: Critical a aspects of their early development , Journal of Enterprising Culture, 2(1): 535-37 Weisbord, M.R. (1976) Organizational diagnosis: Six places to look for trouble with or without a theory, Group and Organizational Studies, 1(4): 430-47