Organizational Behavior Nt Model

Essentially, an organization is a complex system that—given a set of limited resources, an external environment, and history—develops a strategy to convert inputs to outputs. Nadler and Tushman’s congruence model takes a different approach to looking at the factors influencing the success of the change process (Nadler and Tushman, 1997). This model aims to help us understand the dynamics of what happens in an organization when we try to change it.

This model is based on the belief that organizations can be viewed as sets of interacting sub-systems that scan and sense changes in the external environment. This model sits firmly in the open systems of thought, which uses the organism metaphor to understand organizational behavior.

This model views the organization as a system that draws inputs from both internal and external sources (environment, resources, history) and transforms them into outputs (achievement, behavior and performance of the system at all levels: individual, group). The heart of the model is the opportunity it offers

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The conversion process relies on four different components: work; people; formal structures and processes; and informal structures and processes. To the extent that these components are aligned (or “congruent”) internally and with the strategy, the organization can perform effectively and produce quality outcomes. The lack of congruence leads to failure in achieving the desired goals.

In this model of the transformation process, the organization is composed of four components, or sub-systems, which are all dependent on each other. These are:

•The work. This is the actual day-to-day activities carried out by individuals. Process design, pressures on the individual and available rewards must all be considered under this element.

•The people. This is about the skills and characteristics of the people who work in an organization. What are their expectations, what are their backgrounds?

•The formal organization....