The diagnosis model chosen was the organizational - level diagnosis. This diagnosis model looks at the general environment (such as social, technological, economic forces) and the industry structure (with factors such as buyer power, supplier power, threats to entry and competition) as the inputs, which effects the design components of the firm (strategy at the top, with culture, technology, human resource systems and structure) to effect organizational effectiveness. This model was chosen because the business needs to understand the outside environment, what effective competitors are doing to design an organization to where organizational effectiveness is measured in an increase in business allowing the owner to use under utilized components increased profits- in this case success can be measured in filling the four unused bays with an increase in business. This model was also chosen because of the intense competition (measured by number of mechanic shops in the Austin market)- being able to repair a car is not really a selling point since every other shop does the same thing- but being able to understand and utilize the environment to leverage growth is therefore very valuable. Another key reason for using this model is that it will help create a strategy to shape operations- fixing cars as customers come as the shop currently operates (relying on old customers and word of mouth) relies more on luck than a systematic way to grow a business.
Data Collection Method A combination of interviews (with the owner only- he did not feel comfortable with me interviewing his staff), surveys (to customers) and observation was used. As a part of the observation, I brought my vehicle in for an oil