DBA, UNIVERSITY OF HELWAN

BY MOHAMED ALASRIGY

ORGANIZATIONAL ANALYSIS MODELS

There are several organizational analysis models used in the field of organizational
management. The exact number of models may vary depending on the source and
categorization used, but some commonly recognized models include:

1. SWOT Model

2. Strategic Triangle Model

3. Rational Model

4. McKinsey 7S Model

5. Natural System Model

6. Cognitive Model

7. Meta Model

8. Goal Model

9. Internal Process Model

10. Resource-based Model

11. Strategic Constituency Model

12. Stakeholder Model

13. Competing Values Model

14. Abundance Model

These models vary in their approach, focus, and level of complexity. Some models,
such as SWOT and McKinsey 7S, are widely used and well-known, while others may
be more specialized or less commonly used. Ultimately, the choice of which model to
use depends on the specific needs and goals of the organization, as well as the
expertise and resources of the management team
 DBA, UNIVERSITY OF HELWAN
BY MOHAMED ALASRIGY

1. SWOT MODEL: SWOT stands for Strengths, Weaknesses, Opportunities, and

Threats. The SWOT model is a tool used for strategic planning and analysis. It
helps to identify the strengths and weaknesses that an organization possesses
along with the opportunities and threats that it may face in the times coming. By
understanding these factors, organizations can plan their strategies to leverage
their strengths, minimize their weaknesses, seize opportunities, and mitigate
threats.

2. STRATEGIC TRIANGLE MODEL: The Strategic Triangle Model is a framework for

analyzing an organization's operations, capacity, and environment. It consists of
three core elements: Objectives (mission and goals), Operational Capacity (staff,
experience, productivity), and Support (company's environment). This model
helps organizations to analyze their strengths and weaknesses in these areas and
identify opportunities for improvement.

3. RATIONAL MODEL: The rational model is a framework that breaks an

organization into smaller chunks for the purpose of increasing its productivity and
efficiency. It counts the productivity of each and every part and overall
productivity. It helps increase the overall output of the system in minimum
possible time.

4. MCKINSEY 7S MODEL: The McKinsey 7S Model is a framework used for

organizational analysis and change management. It consists of seven elements:
Structure, Strategy, Systems, Staff, Style, Skill, and Shared values. These elements
are divided into hard and soft elements. Hard elements are the tangible elements
of an organization, while soft elements are intangible. The model helps
organizations to analyze their current state, identify gaps, and plan their
strategies for improvement.
 DBA, UNIVERSITY OF HELWAN
BY MOHAMED ALASRIGY

5. NATURAL SYSTEM MODEL: The Natural System Model is a framework that

focuses on the activities and actions that can put adverse negative effects on the
efforts of the organization to achieve its goals. It takes a holistic view and
considers the interconnectivity and interdependency of all elements within the
organization. The model helps organizations to understand how their actions can
impact the environment and how they can manage these impacts.

6. COGNITIVE MODEL: The Cognitive Model is a framework used to analyze how

individuals perceive and process information. It consists of four elements:
Situation, Thought, Emotion, and Behavior. The model helps organizations to
understand how individuals' thoughts and emotions can impact their behavior in
certain situations and how they can manage these impacts.

7. META MODEL: The Meta Model is a framework used to analyze an organization

from four different perspectives: Structural Frame, Human Resource Frame,
Political Frame, and the Symbolic Frame. Each frame focuses on a different
aspect of the organization, and together they provide a comprehensive
understanding of the organization. The model helps organizations to analyze
their current state, identify gaps, and plan their strategies for improvement.

8. The goal model is an organizational effectiveness model that emphasizes the

importance of setting and achieving organizational goals. It involves defining
strategic objectives that outline the expected results, based on which decisions
and actions are taken, and employee efforts are guided. The goal model is used
by top management to set broad, general issues that are long-term in nature.
The process of the goal model starts with the establishment of strategic
objectives that define what the organization wants to achieve. These objectives
are usually set by the top management team and provide direction for the rest of
the organization. Once the objectives are set, planning goals are derived from
 DBA, UNIVERSITY OF HELWAN
BY MOHAMED ALASRIGY

them. These goals are more specific and operationalize the actions necessary to
achieve the strategic objectives. Planning goals are shorter-term than strategic
objectives and are set by middle management.

9. The goal model helps organizations to stay focused on their objectives and
ensures that they are aligned with the overall strategy of the organization. By
setting clear goals, the organization can measure progress, identify strengths and
weaknesses, opportunities and threats, and maximize opportunities while
minimizing threats. The model also helps the organization to take decisions
regarding the required skills and knowledge, resource allocation, capacity
planning, and building capabilities. Ultimately, the goal model helps to enhance
the organizational effectiveness of the organization

The Internal Process Model is an organizational analysis model that emphasizes

the internal operations and processes of an organization. It suggests that the
efficiency and effectiveness of an organization can be improved by improving its
internal processes. The model assumes that an organization is a collection of
interconnected parts, and that the performance of the whole organization
depends on the performance of these parts.

The model focuses on improving the internal processes and operations to achieve
greater efficiency and effectiveness. It is concerned with analyzing and improving
the internal activities of an organization, such as production processes, quality
control, and employee performance. The internal process model is closely related
to the Total Quality Management (TQM) approach, which focuses on continuous
improvement of internal processes to achieve customer satisfaction.

The internal process model involves the following steps:

 DBA, UNIVERSITY OF HELWAN
BY MOHAMED ALASRIGY

I. Identify the internal processes and activities that contribute to the overall
performance of the organization.

II. Analyze the performance of these internal processes to identify areas for
improvement.

III. Develop and implement strategies to improve the efficiency and effectiveness of
these internal processes.

IV. Continuously monitor and evaluate the performance of the internal processes,
and make adjustments as necessary.
By implementing the internal process model, an organization can improve its
internal operations, reduce costs, increase productivity, and enhance the quality
of its products or services. The model is particularly useful for organizations that
rely on complex internal processes, such as manufacturing or service
organizations.

10. The resource-based model is an organizational analysis model that emphasizes

the importance of a company's resources and capabilities in achieving a
competitive advantage in the market. The model suggests that a company's
unique resources, such as its technology, brand reputation, skilled employees,
and financial assets, are critical in achieving long-term profitability and success.
According to the resource-based model, the key to sustained competitive
advantage is the development and deployment of valuable, rare, inimitable, and
non-substitutable (VRIN) resources. A resource is valuable if it helps a company
exploit opportunities or neutralize threats, rare if it is not widely available among
competitors, inimitable if it cannot be easily replicated by competitors, and non-
substitutable if there are no viable substitutes.
 DBA, UNIVERSITY OF HELWAN
BY MOHAMED ALASRIGY

By leveraging these VRIN resources, a company can develop a competitive

advantage that is difficult for competitors to duplicate, which can lead to long-
term profitability and success. The resource-based model is often used by
companies to identify and leverage their unique resources and capabilities to
achieve a competitive advantage in the market.

11. The Strategic Constituency Model is an organizational analysis model that

emphasizes the importance of identifying and prioritizing the needs of different
stakeholder groups, or constituencies, in the development and implementation
of a company's strategy. This model recognizes that organizations must respond
not only to the needs of shareholders, but also to the needs of other groups, such
as employees, customers, suppliers, and the community. The model suggests that
by aligning the interests of these different stakeholder groups with the
organization's overall strategic objectives, the company can increase its
effectiveness and achieve long-term success. In this model, the key constituents
are identified, their needs and concerns are assessed, and their expectations are
incorporated into the company's strategic planning process. The strategic
constituency model encourages companies to develop a stakeholder perspective
on business, focusing on long-term relationships and shared value creation. By
taking into account the interests of all relevant stakeholders, a company can
improve its reputation, reduce risk, and increase its chances of success
12. Stakeholder Model: The Stakeholder Model is an organizational analysis model
that recognizes the importance of identifying and considering the interests and
concerns of all stakeholders in the development and implementation of a
company's strategy. This model suggests that companies should focus on creating
value for all stakeholders, including employees, customers, suppliers,
shareholders, and the community, rather than just focusing on creating value for
shareholders alone.
 DBA, UNIVERSITY OF HELWAN
BY MOHAMED ALASRIGY

13. Competing Values Model: The Competing Values Model is an organizational

analysis model that suggests that there are four main types of organizational
cultures, each with its own set of values and priorities. The four culture types are
the Clan Culture, the Adhocracy Culture, the Market Culture, and the Hierarchy
Culture. The model suggests that organizations can improve their performance by
understanding and balancing the values and priorities of each culture type.
14. Abundance Mode: The Abundance Mode is an organizational analysis model that
focuses on creating a positive organizational culture by encouraging creativity,
innovation, and collaboration. This model suggests that organizations can achieve
long-term success by focusing on creating abundance, rather than scarcity, in the
workplace. This includes creating a culture of trust, empowerment, and
collaboration, as well as providing resources and support for employees to
innovate and create new ideas. The Abundance Mode emphasizes the
importance of creating a positive work environment that encourages employees
to be their best and achieve their full potential.

Overall, these organizational analysis models are useful tools for organizations to
understand their current state, identify gaps, and plan their strategies for improvement.
They provide a framework for analyzing various aspects of an organization and help in
identifying opportunities for improvement. By using these models, organizations can
improve their productivity, efficiency, and effectiveness, which ultimately leads to their
success.