VIEWS: 366 PAGES: 10 POSTED ON: 2/24/2012
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!
Pages to are hidden for
"The Congruence Model"Please download to view full document