Nadler-Tushman Congruence Model
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Module 2 - Case
Inputs
Each of the diagnostic models presented in Module One had particular strengths and weaknesses. In my opinion, the Nadler-Tushman Congruence Model is particularly strong in terms of Inputs. Therefore, for this part of the case, I would like you to analyze your chosen organization's key inputs.
Start by reading the article by Nadler and Tushman in the Background page. This will tell you how to go about completing such an analysis. The description in the module one Falletta reading will not be enough and lead to a shallow analysis.
Remember that inputs include:
Environment
Resources
Organizational history
Strategy
You will not be able to identify all of the inputs in such a short paper, but try to identify the most critical ones in each category and justify WHY they are critical.
Consider how they impact the organizations and any problems associated with insuring their availability.
Also, explain how these inputs interact with each other.
You must support your analysis with objective evidence. Sources of information for the entire project may include interviews, organizational documents and reports, articles in newspapers and trade publications, and personal knowledge (though you should corroborate this when possible.) Be sure to cite your sources and provide a bibliography for each module's case.
TIP: The "Optional Material" provided below contains several journal articles that take an open systems view of organizational analysis. If you want to get a "feel" for what comes out of this type of analysis, feel free to check some of them out.
Optional Material
What follows is a sampling of six articles that approach organizational analysis and/or diagnosis from an open systems perspective. They demonstrate that the principles of open systems apply to a wide variety of organizational concerns - from community development efforts to supply chains.
All of these articles are available through the Touro College Library system. The specific databases are indicated following "Source".
Wiley, Angela R.; Thomas, R. Elizabeth; Stewart, Eric; McCoy, Jon; Kloos, Bret; Hunt, Gladys D.; Moore, Thom; Rappaport, Julian; Good, Trudy L. (1997). Bridging the Gap Between Schools and Community: Organizing for Family Involvement in a Low-Income Neighborhood. Journal of Educational & Psychological Consultation, Vol.8, Iss.3; p.277
Source: Psychology and Behavioral Sciences Collection
Ziaul Huq; Thomas N Martin. (2000) Workforce cultural factors in TQM/CQI implementation in hospitals. Health Care Management Review, Vol.25, Iss.3; p.80-93
Source: ABI/INFORM Trade & Industry
Miriam Heller; Eric W Von Sacken; Richard L Gerstberger. (1999) Water utilities as integrated businesses. American Water Works Association Journal, Vol.91, Iss.11; p.72
Source: ABI/INFORM Trade & Industry
Rob McLuhan. (2005) Closing the channel loop. Marketing Direct, p.S11-S12,S14-S15
Source: ABI/INFORM Trade & Industry
Marc H Meyer; Mark Anzani; George Walsh. (2005) Innovation and enterprise growth. Research Technology Management, Vol.48, Iss.4; p.34-44
Source: ABI/INFORM Global
Sock H Chung; Terry Anthony Byrd; Bruce R Lewis; F Nelson Ford. (2005) An Empirical Study of the Relationships Between IT Infrastructure Flexibility, Mass Customization, and Business Performance. Database for Advances in Information Systems, Vol.36, Iss.3; p.26-44
Source: ABI/INFORM Global -
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Each of the diagnostic models presented in Module One had particular strengths and weaknesses. In my opinion, the Nadler-Tushman Congruence Model is particularly strong in terms of Inputs. Therefore, for this part of the case, I would like you to analyze your chosen organization's key inputs.
Start by reading the article by Nadler and Tushman in the Background page. This will tell you how to go about completing such an analysis. The description in the module one Falletta reading will not be enough and lead to a shallow analysis.
Remember that inputs include:
Environment
From the perspective of Nadler-Tushman Congruence Model the environment means all the institutions, groups, individuals, events and so on, that are outside the US Army but have a potential impact on the US Army. These groups include the Department of the Army. The civilian head of the army also affect the army namely the Secretary of the Army. The potential impact on the US Army is the armed forces of the countries where the US Army is deployed. These forces include the armies with which the US forces are directly in conflict with as well as the forces that are allies of the USA. The trends and equipment used by these armies have an influence on the US Army. The other forces that have an impact on the US Army are the Congress and the Federal Government. There are several influences of the government through policy formation and financing of the US Army. The next influence is that of political forces in the USA and abroad. The actions of the political leadership have a critical influence on the actions of the US Army. The economic condition of the country and global economy in general has a critical effect on the US Army. The economic effect influences the prices at which equipment may be purchased, the success or otherwise in recruitment and financial budget of the US Army. The social attitudes of the people towards the US Army have a strong impact. For instance, the change in ...
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