What to Change?
The Nadler and Tushman's Congruence Model helps in the analysis of what is going on in an organization and what components of an organization need to be changed.
• Consider an organization that you are familiar with in the Kingdom and using the Nadler and Tushman's Congruence Model determine "what to change".
• Follow the "Transformation Process" in the Chapter 3 of the textbook (Figure 3.1 Nadler and Tushman's
Organizational Congruence Model) and include the work to be done, the formal structures, systems and process, the informal organization, and the people.
• What did the Nadler and Tushman Congruence Model analysis miss that would be important to your
organization?
Having analyzed the organization from the Congruence Model perspective now consider one of the other models in Chapter 3.
Apply this model to the organization, share your results and specifically identify what additional information was learned from the application of this change process that was not learned from the Congruence Model.
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Title: Identifying Areas for Change using the Nadler and Tushman Congruence Model
Introduction:
The Nadler and Tushman's Congruence Model is a powerful tool for analyzing an organization and identifying areas that require change. In this paper, we will apply this model to an organization in the Kingdom to determine what needs to change. Additionally, we will explore another model from Chapter 3 and assess its applicability in obtaining additional insights.
Organization: XYZ Company
Application of the Nadler and Tushman Congruence Model:
1. Work to be done:
The Nadler and Tushman model help in assessing whether the work being done in an organization aligns with its strategic goals and objectives. In the case of XYZ Company, the analysis revealed a misalignment between the work being done by employees and the company's strategic direction. This highlighted the need to redefine job roles and responsibilities, as well as create clear performance metrics.
2. Formal structures, systems, and processes:
The Congruence Model analysis indicated that XYZ Company's formal structures, systems, and processes were rigid, bureaucratic, and hindered innovation and adaptability. To address this, it became evident that the organization needs to adopt a more flexible and agile structure, streamline decision-making processes, and introduce performance-based rewards systems to promote desired behaviors.
3. Informal organization:
The analysis of the informal organization at XYZ Company highlighted a lack of collaboration, communication gaps, and resistance to change. To tackle these issues, it was apparent that fostering a positive and inclusive company culture, promoting open channels of communication, and facilitating cross-functional collaboration would be crucial.
4. People:
The Congruence Model analysis revealed a need for enhancing employee capabilities through training and development initiatives. Additionally, leadership development programs were identified as crucial to empower managers to lead change effectively and drive organizational transformation.
Limitations of the Nadler and Tushman Congruence Model:
While the Congruence Model provided valuable insights into XYZ Company, it overlooked certain critical aspects that should be considered:
1. Market dynamics and external environment:
The model did not explicitly explore the impact of market dynamics and the external environment on the organization. For XYZ Company, external factors such as changing customer preferences, emerging technologies, and competitive landscape play a significant role in driving change.
Application of another model - The McKinsey 7-S Framework:
The McKinsey 7-S Framework delves deeper into organizational dynamics and provides a holistic understanding of the interplay between different elements. Applying this model to XYZ Company yielded the following additional insights:
1. Shared values:
The 7-S Framework analysis highlighted the importance of shared values in driving organizational change. By aligning the organization's values with its strategic objectives, XYZ Company can foster a sense of purpose and motivation among employees, facilitating change adoption.
2. Skills:
Unlike the Congruence Model, the 7-S Framework emphasized the need to assess employee skills in relation to the desired future state of the organization. Identifying any skill gaps is crucial to implement training and development programs effectively.
Conclusion:
The Nadler and Tushman Congruence Model serves as an effective tool to assess organizational alignment and identify areas for change. However, it is essential to complement this analysis with other models, such as the McKinsey 7-S Framework, to gain a more comprehensive understanding of the organization and uncover additional insights. By considering multiple models, organizations can develop a more robust change strategy and address critical areas for improvement.
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