The Six Box Model

The Six-Box Model is a model for diagnosing organizations and can be applied in various settings. It brings together organization, environment, social technical and formal/informal systems concepts and proposes six broad categories for looking at an organization: purpose; structure; relationship; rewards; leadership; and helpful mechanisms (Weisbord, 1976) (see figure 2). These six categories help us to sort the activities, formal and informal, which takes place in Bank X. The circle around those six boxes represents the boundaries of an organization. Within the boundaries, the boxes interact to transform resources into goods or services. Within each box are two potential trouble sources, the formal system that exist on paper and the informal

These bad relationships are related to the way employees reach status in the organization, which is not based on qualities, but on hitting targets so people earn more salary and bonuses. When people reach a kind of status they feel superior towards other people. Because of the high targets employees need to fulfill, combined with the feeling of superiority, employees don’t care about their colleagues anymore. They are not willing to help each other; especially no attention is given to the new employees. Which indeed results in a culture of self-interest. Rewards − having a reward system (formal) in no way guarantees that people will feel and act if they are rewarded (informal). A reward system that pays off in fringe benefits and salary alone is no longer sufficient enough to motivate people (Weisbord, 1976). In Bank X people receive a bonus when they are selling a product to a client, so when the product is sold the employee will not invest in the relationship with the client anymore, there is no need to maintain this relation while the bonus is already paid, which results in a lack of customer focus. One of the problems, Bank X is cooping

No one can be sure what is required for good leadership in every situation. The best a manager can do is try to understand his organization and its requirements and then judge how much his leadership norms contribute to or block progress and how easily new skills can be learned if needed (Weisbord, 1976). The top of Bank X has no idea what’s is going on, so how could they deliver good leadership? The banks have simply become ‘too big too manage’ (Luyendijk, 2015). If the purposes are not clear, training or coaching programs in order to reach purposes cannot be