Gary Hascall Whole Foods 2 Abstract Every organization regardless of size enters into the business world with desired goals and outcomes. Selecting the correct strategy from which to attain those end results takes time, planning, execution and review. Implementation of quality strategies are put in place to ensure that Whole Foods is capable of achieving their goals and objectives.
Nadler and Michael L. Therefore it is also called the Nadler and Tushman Congruence Model. It is a model designed to understand the dynamics of an organization, identify the problems and determine its causes.
The first step to bringing in change into an organization is to understand the performance and working of the organization. If the current state of the organization is properly understood, only then can the plans for future change be laid.
It is impossible to bring about change without understanding the need for change and identifying the nature of the problems. If the elements- tasks, people, structure, and culture are not in harmony or are not compatible with each other, then the performance of the organization will not be optimal, and changes will have to be brought into these elements in order to make them congruent.
Components of the Congruence Model According to The Congruence Model, every organization is made up of certain components.
In order to understand its performance, an attempt must be first made to understand the true nature of these components. Input comprises of elementsthat form a part of the existing nature of the organization. They have both internal and external influences.
Strategy is the means used by a company to achieve organizational objectives. It is the process that converts the input into output through the people, the tasks performed by them, and the culture and structure of the organization within which they function.
Output refers to the final results of all operations of an organization. An organization functions in a dynamic setup that comprises of its environment. The environment of an organization requires it to change, adapt and grow.
It includes competitors, customers, suppliers, government, media, the society etc. The environment has a significant impact on the working of a business in many ways.
Some of them are given below: The customers define the nature of the demand for products and services produced by the organization.
The firm takes decisions regarding the product design, quality, price, quantity etc.
The government and regulatory bodies impose restrictions on the way a company functions through rules and regulations. Environmental Laws, Licensing Laws etc.
An organization can capitalize on various opportunities of growth and expansion that it is presented with by the external environment. These opportunities can take the form of product innovation, relaxation of trade laws, emerging of a new customer group etc.
Resources include the tangible and intangible assets of an organization that it uses to add value to its products and services.The organizational design literature strongly supports the notion of “structure follows strategy”, and suggests that a misfit between the two has a negative effect on performance.
In the third of his series on organisational change models, Larry Reynolds looks at the Nadler and Tushman congruence grupobittia.com beings tran.
Use the Congruence Model to boost performance and analyze organizational problems by finding the best balance between work, people, structure, and culture. A. Diagnosis in three steps Nadler and Tushman use three steps for diagnosis: Identify the system Determine the nature of the key variables Diagnose the state of fits B.
Model elements Being an open-systems model there are three main sections: Inputs Transformation p. A.
Diagnosis in three steps Nadler and Tushman use three steps for diagnosis: Identify the system Determine the nature of the key variables Diagnose the state of fits B. Model elements Being an open-systems model there are three main sec. One of these frameworks for analyzing small and large businesses is the congruence model, developed by Columbia University professors David A.
Nadler and Michael L. Tushman. Basics.