A Case Applying Leavitt's Model

The following is an example of an OD project that employed the Leavitt model to a Moroccan hotel. The purpose of the project was to conduct an organizational diagnosis to understand the different factors (internal or external) affecting the organization's performance, assess their impacts, and identify approaches or models that would help the organization develop appropriate and innovative plans for the future. To do so, an external OD consultant first gained access to the hotel and reached a consensus regarding the change effort; top management was on board and allowed the HR department to collaborate with the consultant as a change team.

Before beginning the organizational diagnosis, the consultant introduced the change team to different diagnostic models so that they could identify a best-fitting model. As a result, they reached a consensus to use Leavitt's model for diagnosis. It is important to note that they integrated the PESTEL analysis into the Leavitt mode in order to include environmental effects on the business in the diagnosis. (To learn more about the PESTEL analysis, see Lesson 12.)

After identifying the model, they examined the four key elements of the model carefully, and the consultant facilitated the process of developing interview questions with the intent to identify a gap between the desired status and the current status of the hotel. Please read the questions below carefully and determine which are relevant to the current state and which are relevant to the desired state.

Interview Questions

1. Tasks
   • What are the deliverables (services and products) that your unit/team/department is required to provide? How do you deliver them?
   • How do your tasks affect the performance of the organization?
   • What would you like to change about your current tasks and duties?
   • What kinds of resources do you need to perform your assigned tasks? How do you get them? How would you like to get those resources in the future?
2. Structure
   • How do you operate within your unit/team/department? How do you communicate with coworkers? What kinds of changes are needed?
   • How is the organization currently structured? How would you describe an ideal hierarchy within your organization?
   • How are decisions made in your unit/team/department? In the organization? What impact do they have on the organization's performance?
   • What kinds of changes would you like to see in the decision making process?
3. Technology
   • What types of machines and equipment do you need for your job? How necessary are they for your organization's performance?
   • What equipment do you think will need to be changed or removed in the future?
   • In what way do you think technology helps the organization and you? What about in the future?
4. People/HR
   • How would you describe the current arrangement of the human capital within your organization? What changes do you think are necessary?
   • What kinds of activities are conducted within your organization to enhance your performance or improve working conditions? What improvements do you think need to be implemented?
   • How do these actions influence your organization's performance?
   • What other factors affect your performance and the organization's?

The change team conducted series of interviews after the consultant ran a short training. After collecting answers, the team identified the gaps between the desired and current states of the hotel. Furthermore, the congruence among the four elements was examined in order to identify additional needs.

For an additional reading on the use of Leavitt's model, see Vadi and Roots (2004).