Introduction

Notably, organizational diagnosis indicates the procedure of analyzing the present state and performance of a company and recognizing the gaps and prospects for improvement. It is deemed a managerial tool to endorse business development and change for sustainability. It is an all-inclusive review of a company's goals, resource allocation, and utilization to attain those goals. This approach is utilized to evaluate an individual's cognition, perception, and behavioral trends concerning the companies in which they work (Antunes & Pinheiro, 2020). It can be said that any OD (organizational development) program should initiate with a diagnosis as it attempts to alter the effectiveness and efficacy of the company's procedures, positions, and systems. This further impacts the outlooks and actions of its human resources. It is asserted that each diagnostic framework must be centered on improving institutional capability that might facilitate the HR department to operate as a strategic agent, recognizing, endorsing, and assessing the vital adaptations that impact efficiency (Baez, 2023). It is no doubt that change management is not just a demanding and constant procedure for company success and prosperity, but also a vital problem in the area of organizational development. It can be said that changes can contribute to refined corporate performance and improve the chances of business persistence to sustain business development (Doroshuk, 2019). The diagnosis is being performed to analyze a company named OMC Power in terms of transitional developments. The OMC Power Company builds, possesses, and operates Renewable energy plants with smart mini-grids to deliver services to telecommunication businesses, companies, and rural units (Shrimali & Sen, 2020). This paper tries to diagnose the level of corporate internal change management for sustained growth and evaluate the relevant influencing forces. Moreover, this report is going to focus on the necessity for internal diagnosis of the chosen organization towards the varying practices for corporate development to be a more broadly considered practice in the forthcoming.

Methodology

To identify the problems, and challenges facing the OMC Power Company, qualitative data will be collected.

The proposed methodology for the project is discussed below:

Prior Assessment:

The data was gathered from primary sources using the interview technique. Also, the data was collected using secondary sources such as annual reports of OMC Power, its sustainability report, industry reports, peer-reviewed journals, and so on. The data gathering uses numerous techniques to collect data and perspectives about this company, involving its procedures, people, culture, and structure. This included reviewing documents like the strategic plans of OMC, its mission statement, and financial reports. It also included collecting data in areas of workforce gratification, turnover rates, and performance.

The method employed before collecting data was the analysis of circulars, records, and other reports to attain information about the current prevailing challenges and issues for OMC Power. Through the use of such reports, the project is proposed in the following manner:

• Organizational appraisal
• Planning for the identified challenges
• Identification of strategies and objectives
• Development of action plans and resource requirements
• Approval of the plan

Problem Recognition:

Based on prior assessment, the identification of definite areas requiring a change in OMC Power were identified. The issues might be in the areas of lower workforce morale, outdated technologies, ineffective leadership, and ineffective communication.

Data Collection:

To better comprehend the recognized issues and challenges, additional data might be gathered using observation, focus group, and other techniques. Such data might assist in validating or disconfirming the prior assessment and offer more definite information about the challenges.

Participants Involved:

The data was collected from five participants who are senior managers from the OMC Power Company. They were asked questions regarding the challenges their company is facing in area of change management.

Data Analysis:

After the collection of data, there is analysis done to recognize trends and patterns, and to attain a profound understanding of the major causes of the challenges and issues faced by OMC Power.

Action Planning:

After analysis, there will be a plan development to address the recognized issues. It might entail changes to the OMC’s procedures, leadership, structure, and more.

Execution/ Implementation:

The changes will be made to the company as per the actions planned. It might entail training sessions and other interventions.

Evaluation:

The outcomes of the organizational development interventions are assessed to know if the intended results have been attained.

Questions asked from the participants

• Please tell me your demonstrated leadership cpmpetencies while performing your job?
• Which style of leadership do you follow in the organization?
• Are your team members always satisfied working under your leadership?
• Do you allow open communication to team members?
• Do you communicate change to team members in a timely fashion?
• Are you effectively communicating the organizational purpose to team members?

Specifics of Data Gathered

It is worthwhile that data means the gathering of facts, symbols, figures, and more from diverse sources. In the absence of data, it might be complex for companies to make suitable decisions therefore data is gathered from diverse sources either primary or secondary (Bushe & Lewis, 2023). In terms of organizational diagnosis, the data collection process entails an examination, a body of data, and certain types of processing information. The gathered data will serve as the essential information to design the needed change interventions. There are two types of data namely qualitative and quantitative (Alam, 2021). The quantitative techniques are focused on gathering and analysis of numerical data which demonstrates the attributes of the event being measured. On the other hand, qualitative methods are employed to produce and analyze non-numerical data. For this project, there will be use of qualitative data only which is usually linked with words however can demonstrate data in other non-numerical forms like pictures. It is chosen since it is linked with extracting the meanings to be explored from words. The motive for using such a technique is to attain an understanding of vital causes and motivations to offer perceptions and endorse ideas (Mehrad & Zangeneh, 2019).

Business Context and Current Challenges

The business context entails the environment wherein the company functions and refers to the internal and external problems pertinent to the organization's activity (Hanafizadeh et al. 2021). OMC Power has been providing authentic, renewable, and cost-effective power for mobile channels in evolving markets (Yadav et al., 2019). The vision of this company is to become the leading rural power utility in evolving marketplaces. It is further envisioned to bring authentic and reasonable power to a large amount of individuals and businesses. Moreover, its mission is to form, possess, and operate Micropower plants and smart mini-grids to serve telecommunication businesses, organizations, and communities in rural areas (OMC Power, 2023).

The interview data collected shows that the OMC Power organization has been facing challenges in areas of business restructuring, corporate changes, and product innovations. Though, it is likely to be innovative in entire corporate practices, it is product innovation that can play a crucial role in developing value for the customer (Shrimali & Sen, 2020). The innovation challenge facing the OMC Power organization was in the area of supplying solar energy to rural areas which demonstrates an exclusive challenge that should be addressed for effectual implementation. Furthermore, the challenges associated with this issue are found as higher capital investments; shortage of technical expertise; social and cultural factors; and lack of infrastructure. The company believes that rural electrification in the nation has been mainly covered by fossils. However, this company's mini-grid solution by assimilating solar power and battery storage is more authentic, eco-friendly, and cost-saving in contrast to the available solutions (Jessoula & Mandelli, 2019).

As per Owino (2022), the next challenge facing OMC power is in business restructuring. This term means a momentous action taken by a business to modify and reform its functions with the intent of lessening debt, surging effectiveness, and refining the business moving ahead. It is said that building embedded sustainable companies is intricate since it needs a momentous shift in the business's identity and a move in the vital structure and human personnel support. There have been mergers of OMC Power with other corporate companies as a part of business restructuring. The recent merger is with Mitsui & Co which is aimed at providing value-added services on the power of accessibility of reliable electricity. Another such merger was with the SunEdison Company wherein the intent was to assist telecom businesses in meeting their regional needs and offer energy to native communities. Another recent partner is IREDA (Indian Renewable Energy Dev Agency Ltd.) which world to build a rural renewable energy ecosystem. However, the issue and challenge faced by OMC Power was the resistance to change from workforces, management, clients, and suppliers. They might distrust the purposes of the leaders who started the restructuring (Sarkar, 2020).

Another challenge was the lack of a motivated workforce due to the presence of less supportive and supervisory support in the company. It has been found that majority of the senior-level leaders employ an authoritative approach to follow the activities. The OMC Power is lagging in terms of having supportive leadership competencies. Such a sort of leadership might emphasize robust relations with team members and offer support to them in excelling in their roles (Rasetapa, 2022).

Culture of the Organization

As per Li et al. (2021), corporate culture is defined as the shared array of work beliefs, values, outlooks, norms, motives, and behaviors. It is noteworthy that culture is considered a vital factor determining management outlooks and practices and does impact the practice of management. It further initiates with the company's leadership. It is deemed a DNA that is not noticeable to the eye, though an extremely influential tool that forms what happens in a company. According to Daver (2023), shared beliefs and values are established by leaders whose workforces do the business. As per OMC Power (2023), the shared beliefs and values in the case of OMC Power Company entail Reliability; Empowerment; Innovation; Teamwork; Commitment; Responsibility; and more. About innovation, this company believes in encouraging its workers to contribute their notions and provide complete assistance in implementing them when possible. Its workers attain a sense of how their individual contribution results in the attainment of the company's vision "Power Everywhere". With regards to empowerment, each worker in this company gets the chance to grow personally as well as professionally. Its workers are inspired to move ahead of their domain and assist in bringing novel views to the table to produce long-run collaborative development. Also, it empowers its clients via education and employment prospects. OMC Power believes that the community at large is deemed the most vital beneficiary of its business. This company considers sustainability extremely seriously and looks for individuals who are socially accountable and desire to attain sustainable growth with the company. Further, it believes that ethics are at the basis of any prospering business. An employer thrives to attain the greatest norms of ethics possible via integrity and honesty. In this company, management offers a workplace setting that inspires individuals to take accountability and possession of their activities and to emphasize personal and corporate development. It also inspires leadership at entire levels of the company. The stories and narratives in the form of blogs available on the website of OMC Power depict its inclination towards promoting women's empowerment. This organization addresses the problem of energy insecurity not just for development purposes but also for the welfare and safety of the women in the regions. Also, the offerings of this company enable the women to acquire newer competencies and knowledge via training and education, permitting them to engage in the rising solar industry and establish their businesses. This organization believes in building a culture of inspiration, teamwork, and happiness in its workspace. With regards to human resources, OMC Power has a talented workforce and this company always looks for passionate individuals who are excited about making the future of the power industry.

Exact Challenges

The exact challenges faced by OMC Power are in the areas mentioned and discussed below:

People Challenges:

It is noteworthy that people management is deemed the practice of guiding, stimulating, and developing a team of workforces to attain corporate goals. Nevertheless, it is considered a challenging area for a company since it entails dealing with diverse personalities, expectations, and conditions (Giermindl et al., 2022). In the case of OMC Power, the people challenges as per the participants in the interview are found in the area of poor lines of communication, lack of proper support from leaders; lack of motivated workers during organizational change; and improper division of labor force and work tasks. Therefore, it can be said that people management is beneficial however demands competency which needs continuous learning and refinement. After overcoming these challenges, the OMC Power Company can lead its teams more successfully and effectively and attain its corporate-wide goals (de Las Heras-Pedrosa et al., 2020).

Process Challenges:

The challenges related to process improvement can entail corporate culture, managerial style, marketplace trends, communication, technologies, and more. In regards to OMC Power, the challenges found in this area entail business restructuring. It is found that there has been an absence of managerial support, a lack of clarity of goals and benefits of change to the workforce, insufficient testing infrastructures, hidden procedures susceptible to failures, poor process traceability, and many more (Santos & Martinho, 2020).

Technology Challenges:

These challenges emanate from the introduction of new technology and innovation. Moreover, it results from constant and greatly intricate changes in technical resources (Fuller et al., 2020). With regards to OMC Power Company, the technology challenge faced is in the area of product innovation which further poses issues such as high investment, digital inclusion, unskilled workforces, and more. A shortage of technological workers at OMC Power can hamper the organization's sustainable performance. The absence of such workers in the company can lead to disproving product viability to the customers. There can be higher costs therefore Blue Ocean Strategy can help focus on offering value and decline production costs. It is said that placing the right price on innovation is also deemed challenging. It is further said that pricing is deemed a vital technique to know the viability of product innovation initially. These are certain technological challenges facing the OMC Power Company (Carati et;., 2021).

Diagnostic Model

In this case for OMC Power, the suitable Diagnostic Model that can be used is the Weisbord six-box model as the excellent model to emphasize the company's internal management. It will provide an effective direction to figure out what internal forces are required to be acquired by people or companies to enable the adaptation of corporate change management activities at the functional level (Baharudin & Abdullah 2020). Moreover, this diagnostic model is found suitable for the OMC Power challenges since it can assist management in knowing internal issues in the business mainly by performing more successfully, by stipulating problematic areas, and then by making recommendations and starting processes for improvements. There are six major areas of this model namely purpose, structure, leadership, relationships, rewards, helpful mechanism, and attitude toward change. The OMC Power Company is found to focus on four major areas to address the identified challenges (Hadisoebroto and Sulindra 2021). These areas are mentioned and discussed below:

Structure: According to this model, the structure indicates a fit between the purpose and the internal structure of a company. Moreover, internal structure indicates the extent of authority in a company. Such a structure might hence offer definite directions to execute internal change procedures in specific conditions, taking into account managerial assistance, and time limitations. There is no doubt that structure can positively influence the company's performance. A participant was of the view that OMC Power Company is people-oriented which brings a structure allowing effective decision-making, and a free flow of information. Still, another participant said that there is a problem with the structure which requires improvement and a realistic division of activities may assist in this case. The updated diagnostic model for OMC Power is demonstrated below:

Purpose: It is deemed a stimulating factor that offers direction to attaining established goals. It is further considered a priority of the company for which the workforce's individual goals should align. Hence, it is detrimental if business purpose lacks clarity and it can lead to a conflict of interest. According to interview results, OMC Power’s objectives, directions, and goals were not well-conversed with the workforce at the time of business restructuring. However, participants said that the company has a well-written vision and mission statement that might distinguish it from its rivals by focusing on the exclusive attributes that made it ahead of its rivals. When workers are not sure of the company's purpose, they might make their suppositions and projections that can contribute to inaccurate actions.

Helpful Mechanism: These indicate if such mechanisms assist or hamper the fulfillment of corporate goals. It is said that successful sustainable change needs mechanisms that assign adequate resources to advocate a procedure. It entails team support rules and operational assistance for projects that are vital to effectively handling change in companies and to trace work systems and identity problematic areas. The helpful mechanisms at OMC Power must advocate the execution of corporate change. It is found from interview data if workers in this company perceive that they have such mechanisms as resource support for change, there will be a surged probability that corporate achievements will be enhanced and that sustainable change execution might be attained. Workforces' opinions of the degree to which their company has adequate helpful mechanisms to attain change such as instantly accessible funds, communication technologies, accountable training and education, and supple systems and the extent to which they can proactively and engage in the procedure, are deemed vital forces in achieving successful changes.

Leadership: It describes a procedure and property. It entails coordinating and guiding the actions of the workers to the achievement of corporate goals. Moreover, it entails the attributes accredited to ones who successfully use such influence. Indeed, leaders are not supposed to only preserve the present condition instead supposed to lead the company by intervening in advanced changes. The company's leadership must emphasize whether leaders describe purpose, whether they incorporate motives in their program, and what leadership behavior is adopted by them. In the case of OMC Power, it is found from the participants that effective leadership is necessary for successful changes and company failure or achievement relies on the capability of its leaders. With regards to asking about their leadership style, it was found that autocratic leadership has been followed in their company. It can be said that if the challenge of handling corporate change for sustainability is included, effective leaders who are capable to hold and enable change are needed to impact their subordinates (MAcc & Matthew Sargent, 2021).

Conclusion

This report was aimed at recognizing the role of utilizing organization diagnosis models to pursue sustainable organizational performance. It is concluded that though the business environment is greatly competitive and vibrant, there is accountability of management to conduct constant checks of diagnosis. It will be to figure out the company's health status and to embark on the ideal management tools to problem-solve to sustain organizational performance. Based on the diagnosis of OMC Power carried out, it was inferred that workforces are not well-informed about the organizational goals and purpose at the time of business restructuring. It is also inferred that their input about vital decisions is not sought. Further, the division of labor forces and division of work activities are found to be irrational. The leadership support team is also concluded to be insufficient which caused poor lines of communication, unfriendly relations, and cooperation amongst workers. Further, it can be inferred that the sharing of knowledge amongst workers and professionals is concluded to be poor, and helpful mechanisms are also insufficient. In conclusion, the report highlights the necessity for IMC Power to adopt a more comprehensive approach towards decisions and to execute supportive leadership practices to endorse friendly relations and effective lines of communication amongst workforces.

Recommendations

As per Kwon et al. (2023), for improving its organizational performance in the area of structure, the OMC Power is suggested to:

• Adapt to the structure of the department and the workforce division.
• Develop mechanisms of communications
• Assign the roles and duties of numerous departments in a manner to evade overlapping and hence improve the company's performance.
• Execute specialized workforces, pilot assignments, and technological supports

According to (Rehmam et al. 2019), to improve its organizational performance in the area of purpose, the OMC Power is suggested to:

• Share its business purpose to move to the intended path and sustain the adaptation procedure to develop a future for the company.
• Build an environment wherein all workforces completely comprehend the company culture.
• Employ leaders who can clarify what the corporate purpose is concerning every worker's position, and certify that the resources to implement the corporate purpose are in place to finish the intended goal of the business.

According to Alrowwad, et al. (2020), to improve its organizational performance in the area of leadership, the OMC Power is suggested to:

• Employ leaders who are effective in influencing the manner their subordinates think and impact novel procedures in the OMC Power. It can be done by impacting the understanding of present structures and forming values to enable internal comprehension of the necessity for corporate growth.
• A leader is required to possess an depth-in understanding of the present situation of a department.
• Leaders should be able to meet the workforce's needs. He must have the ability to reinforce communication and interactions amongst workforces in and amongst the departments.
• He must be able to motivate workers to establish a passion to work for objective attainments by engaging in decision-making procedures.

For improving its organizational performance in the area of helpful mechanisms, the OMC Power is suggested to:

• Employ leaders whose major action must not just enable the clear objective for the personal and team execution, but to explore a balance and cooperation between the resources positioned in diverse divisions.
• Deal with resistance to sustainable development by preserving the objective and self-esteem of the workforce and by certifying that the OMC Power Company has adequate resources to advocate such change (Anwar & Abdullah, 2021).

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