Business Strategy: Analyzing Key Inputs
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BACKGROUND
Each of the diagnostic models presented in Module One had particular strengths and weaknesses. The Nadler-Tushman Congruence Model is particularly strong in terms of Inputs.
Analyze the Key Inputs of your NutriSystems, Inc.
From the reading you will see that there are four input categories:
Environment (factors external to the organization)
Resources (factors internal to the organization)
Organizational history (Persistent Traditional)
Strategy (goals, objectives and strategic initiatives)
You will see that the Key Factors in the first three input categories should support and integrate with the Strategy Input factor.
Complete an analysis of Key Inputs.
Resource:
Article by Nadler and Tushman.
PART 2:
Make a case for one of the following propositions: The inputs at XYZ [the chosen company], consisting of Organizational Environment factors, Internal Resource factors, and Historical Tradition factors, [highly support, partially support, or do not support] the company's mission. (Choose the level at which the Strategy is supported by the other factors.)
Make a case for which OD model you think is the best for doing an OD analysis for NutriSystem, Inc., based on several current issues the company is facing.
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Solution Summary
This solution provides a detailed analysis of the key inputs of a given organization and then makes an argument based on said information.
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Congruence model
Nadler & Tushman (1980) describe the congruence model as a model that provides specific essential inputs, outputs and transformation processes that identify operations within an organization. They state that the model is a more specific tool for diagnosing organizations and that the model is more applicable as an analyzing tool because it identifies the interdependence of various factors affecting the organization. The basis of the model is that organizations are composed of parts that are interdependent and that the parts are balanced or 'fit' with each other. The model investigates the degree to which organizational parts or components fit with each other. If the components are functional and properly interlinked, it will result in the organization being more effective, efficient and productive.
However, the model has assumptions when conducting organizational diagnosis. The model has four assumptions to be particular. The model assumes that change is possible and does happen within organizations (organizations are dynamic entities). It also assumes or refers to organizations as open social systems that are contained in a larger environment. The third assumption is that behavior within organizations occurs at individual, group and systems level. The final assumption is that interactions occur between the individual, group and systems levels of organizational behavior.
Organizational Diagnostics Models (2008) identifies inputs within the congruence model as environment, resources, history and organizational strategies. Inputs are materials that organizations have to work with in order to achieve its objectives. The environment includes all factors outside the organization that influences how an organization performs individuals, groups and other entities could affect the organization through legal and social forces (Bezboruah, 2008).
NutriSystem is an organization that promotes loss of weight by providing their clients with a healthy prepared meal ...
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