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Change approaches & management tools SeCtion tWo
Description
ORGANISATIONAL CONGRUENCE MODEL (NADLER & TUSHMAN)
The Organisational Congruence Model is designed to capture the dynamics of change management. Organisations are characterised as sets of interacting sub-systems which scan changes in the external environment. The political dimensions of organisational life are incorporated within the model in the ‘informal organisation’ dimension. The organisation is viewed organically as a system that takes inputs from strategy, resources and the external environment, transforming them into outputs (activities, behaviours and performance) at individual, team and organisational levels.
The Nadler & Tushman Congruence Model
Informal organisation
Use
INPUT
Strategy, resources, environment
managing change – transformation process
OUTPUT
Individual, team and organisation performance
Work
Designed as a tool to aid analysis of the change process, the model does not provide set answers about what to do, but what might be required in a specific organisational context. It is based on the idea that the social, managerial and technical aspects of organisations are interdependent, and that these different elements need to be aligned (i.e. congruent) in order to optimise performance.
Formal organisation
People
(After Nadler & Tushman, 1977)
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