CASE Diagnosis And Feedback At Adhikar

Topics: Management, The Agenda Pages: 20 (583 words) Published: April 22, 2015
ORGANIZATIONAL CHANGE AND
DEVELOPMENT
MGT 4830
CASE:
DIAGNOSIS AND FEEDBACK AT ADHIKAR
GROUP MEMBERS:
 NUR SYAZWANI AHMAD
 SITI RAFIAH AYUB
 SYAIHAZLIN TASLIM
 NUR AQILAH JAMALUDIN

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SUMMARY

Non-governmental organization (NGO).
Head quarted in Jharkhand, India.
Founded in 1985 by Rajan Mishra.
Against the unjust distribution of
wealth,resources or power.

Adhikar’s Scope Of Work

Weisbord’s Six-Box Model

Q1
Based on data provided in the case, what’s
your analysis of the situation at Adhikar? Is
the organization in trouble? If so, how big is
the problem? Is the organization “doing
fine?” That is, are all the data presented
just symptoms of an organization that is
young and growing?

Method of collecting data:
Interviews with each of the coordinators
Field visit
Memos and report familiarization of the
organization
Observation

Issues raise from the data collection:
A. Structuring
B. Purpose
C. Relationship
D. Leadership
E. Rewards

• Adhikar is not really in trouble but if the
issues remain unsolved, it might affect the
health of growing organization in future.
• Most of the issues raised are just a
symptoms of organization that is young
and growing.

QUESTION 2

Design the feedback meeting. What is
the purpose of the meeting? What is
the agenda? How will you present the
data?

PLANNING
• Distribute copies of the feedback report in
advance.
• Think about substantive issues in advance.
• Make sure any technical question about
the data can be explained.
• Plan introduction to the feedback portion of
the meeting.

CONTENT OF FEEDBACK










Relevant
Understandable
Descriptive
Verifiable
Timely
Limited
Significant
Comparative
Unfinalized

1. Purpose of the meeting :
• To serve as both mirroring (feedback) activity
as well as a forum for initiating dialogue and
communication across the various units and
members of the organizations.
2. Agenda of the meeting :
• To present the findings from the interview and
the observations.

PRESENTING DATA FINDINGS
Weisboard’s Six-Box Model

PURPOSE
Agreement on objective
STRUCTURE
Lack of clarity on structure
Centralization vs. decentralization
RELATIONSHIP
Lack of coordination
Old vs. new
No proper induction for new employees

REWARD
Differential Pay
Issue of Security
HELPFUL MECHANISMS
Role of reporting
LEADERSHIP
Acceptability of women leaders
Next rung of leaders after a charismatic
founding leaders .

ISLAMIC PERSPECTIVES

a) Fair treatment
Those are your brothers [workers under you] who are
around you, Allah has placed them under you. So, if anyone
of you has someone under him, he should feed him out of
what he himself eats, clothe him like what he himself puts
on, and let him not put so much burden on him that he is
not able to bear, [and if that be the case], then lend your
help to him. (Bukhari, No: 2359)
 
The Prophet (sws) also said:
 
I will be foe to three persons on the Last Day: one of them
being the one who, when he employs a person that has
accomplished his duty, does not give him his due. (Bukhari,
No: 2109)
  
The wages of the labourers must be paid to him before the
sweat dries upon his body. (Ibn Majah, No: 2434)

b) Trust (Amanah/I’timan)
“O ye that believe! betray not the trust of Allah and
the Messenger, nor misappropriate knowingly
things entrusted to you.”
(8: 27).
“Allah doth command you to render back your
Trusts to those to whom they are due; and when ye
judge between man and man, that ye judge with
justice: verily how excellent is the teaching which
He giveth you! for Allah is He Who heareth and
seeth all things.” (4: 58).

THANK YOU

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