The Congruence Model by u6Ix0yC

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									The Congruence Model
   The Congruence Model
The critical first step to successfully
 lead large-scale organizational change
 is to understand the dynamics and the
 performance of the enterprise.
The tried and true managerial tricks do
 not always work. The new, a unique set
 of problems watched through the old,
 well-worn filters might leave the real
 issues undetected.
   The Congruence Model
The congruence model is a useful tool
 that helps leaders fully grasp the
 interplay of social and technical forces
 that shape the performance of each
 organization.
It suggests that the starting point for
 analyzing organizational performance is
 to first understand the organization as a
 system.
The organization consists of a basic set
 of elements: input, strategy, output,
 and the transformation process.
Basic organizational components
             - Input

 Three main categories of input:
   The environment
     Imposes demands
     Imposes constraints
     Provides opportunities
   Resources
   History (Ex.: Xerox)
Basic organizational components -
        Strategy & Output

 Two levels of strategic questions:
  1. Corporate strategy
  2. Business strategy
     Markets
     Offerings
     Competitive basis
 Three levels of output:
  1. The total system
  2. Units within the system
  3. Individuals
Basic organizational components -
The organizational transformation
             process

 The heart of the model
 Four key components of the
  organization:
     Work
     People
     Formal organizational arrangements
     Informal organization
       The concept of fit
 The organization’s performance rests upon
  the alignment of the components (work,
  people, formal org., informal org.)
 The tighter the fit - the greater the
  congruence, the higher the performance.
 The interaction between each set of
  organizational    components      is more
  important      than     the     components
  themselves.
 Normally, managers only have to do the
  necessary     adjustments,     but   some
  situations call for radical, large-scale
  change. (Ex.: Xerox)
       Analyzing the
  organization’s problems
 The congruence model gives a
  conceptual framework to solve the
  organization’s problems:
  1. Identify the symptoms
  2. Specify the input
  3. Identify the input
  4. Identify the problems
  5. Describe the organizational components
  6. Assess the congruence
  7. Generate hypotheses about problem
     causes
  8. Identify the action steps
   Using the Congruence
           Model
Make sure the new strategy fits the
 organization’s      resources       and
 environment!
Be sure the strategy fits the formal
 structures, systems, and processes!
Constantly be on the lookout for
 inappropriate fit among all the internal
 components of the organization!
Give practical examples of how the
 manager can follow the 8 steps
 mentioned above to solve the
 organization’s problems!

								
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