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The Nadler-Tushman Congruence Model

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In the Background Information section of Module 3, the Nadler-Tushman Congruence Model cites four Input categories:

Environment (factors external to the organization)
Resources (factors internal to the organization)
Organizational history (persistent traditions)
Strategy (goals, objectives and strategic initiatives)

Please discuss the Environment and Resources outputs in the context of General Mills. Be thorough, and be specific.

Please discuss the Organizational History and Strategy outputs in the context of General Mills. Be thorough, and be specific.

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Environment: The economy continues to be weak. This has negative implications for General Mills. Further rising fuel prices & commodity prices are likely to adversely affect General Mills. Also there is an increased consumer preference for foods that are minimally processed. One of the key elements of the environment is the rise of the large discount store chains. They have high bargaining power with firms such as General Mills. Further there is intense competition from companies such as Sara lee, Campbell soup, and Kellogg. Abroad there is a demand for packed food that has local flavor. The older population may demand General Mills products. ...

Solution Summary

The response provides you a structured explanation of Nadler-Tushman inputs of General Mills . It also gives you the relevant references.

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Nadler Tushman Congruence Model: NYC Medicaid

For the Case Assignment, you will analyze the NYC Medicaid offices transformation using the Nadler-Tushman Congruence Model for organizational change. Through using this model, you will come to appreciate its ability to home in on all the key areas required to conduct organizational change, including how the key factors within an organization must be in "congruence."

Drawing on the material in the required and background reading, prepare a 5- to 6-page paper (not including cover and reference pages) in which you:

1) Analyze the Medicaid Case Study using the Nadler-Tushman Congruence Model.

2) What limitations does the model have, and how did they manifest in this particular situation? What should be done to ensure that when using it they do not impact your analysis / change project?

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