1. The Caesars Tahoe 1. The areas that affect the Caesars Tahoe
Company Shareholders
Customers
HRD Advisors
Competitors
The Caesars Tahoe
Finance
Sales Team
Employees
Infrastructures
Local Vendors
Government Policy

2. Attitude toward Change
2. Diagnostic Method and Process for the Caesars Tahoe
Attitude toward Change : The organization and Attaway is very open and aware of the need to change.
Purpose : The organization has a clear goal to make the Caesars Tahoe meet the aggressive financial goals by achieving increased profits in sales.
environment
Attitude toward Change
Purpose
Organization al
Relationships : The organization needs to build up more employee engagement. There is low morale and low motivation in employees. Also, they need to work together with locals (considering business is greatly influenced by locals in rural areas).
Structure : The organization needs to focus on a recruiting system since there are high turn over rates (60% annually). Also, training and development is needed to increase employees’ morale.
Structure
Relation
-ships
Process
Indivi -dual level
Rewards
Leader
-ship
Rewards : The organization needs to increase the payment for employees. Employees get only $6 per hour.
Leadership : The organization needs a firm leadership building. The leaders do not closely communicate with employees.
Figure 1 Diagnosis Model for the Caesars Tahoe
(The Six-Box Weisbord’s model )

3. 3. The SWOT Analysis and Interventions for the Caesars Tahoe
* O: Organization Level, I : Individual Level, P: Process Level
Context
Content
Intervention*
Output
Strength
Natural environment
A good brand image
Located at beautiful lake Tahoe
Customers are loyal to Caesars brand image
Advertise the natural beauty of lake Tahoe to potential customers (P)
Offer outdoor activities for customers (P)
Increase in sales and boost tourism industry in lake Tahoe
Weakness
Lack of cultivating locals
Low employee morale
Unclear business goals
Decrease in sales
Caesars did not cooperate with locals
High turnover rate
Aggressive sales goals
Create joint business opportunities with locals (P)
Training employees (I)
Redefine business goals with the mother company (P)
Synergy creation with locals
High employee engagement
Clear objectives will help to target the same goals efficiently
Opportunity
Need strategic goals to meet financial goals
The general manager is aware of the need of assessment
Closely communicate with HRD professionals and the mother company (P)
The initiatives for change and improvement will be implemented
Threat
Government Policy Constraint
Las Vegas and Reno’s development
Lack of gambling in young generation
Declination of convention and hotel business
High turn over rate
Tourism regulations exist
Large numbers of customers visit Vegas or Reno, losing Caesars market share
Be more environmentally aware (Going green) (O)
Develop good package deals and events (P)
Redesign hotel rooms and other facilities to attract younger generations (O)
Recognize employees’ success and contributions (I)
Added value services will attract potential customers with unique experiences
Reduce employees’ turnover rate

4. Reference
Preziosi, R. C. (1980). ORGANISATIONAL DIAGNOSIS QUESTIONNAIRE (ODQ). The 1980 annual handbook for group facilitators,