Case: Inputs at Deckers Outdoor Corporation
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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. Therefore, for this part of the case, you are to analyze the Key Inputs of Industrial Services of America, 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 Traditiona)
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.
REQUIRED READING:
Start by reading the article by Nadler and Tushman you downloaded from the Background page. Again, read pages 35 to the top of 43. This will tell you how to go about completing an analysis of Key Inputs.
Refer to the assigned and optional readings in the background for this module.
Review Case Analysis since it is so important in this final course. The purpose of a Case is to show that you have thought critically about the subject matter that you are learning AND to make an argument for a Claim about the specific situation in the Case assignment. Stephen Toulmin has developed an Argument Methodology that is very useful in Making a Case. To review Case Analysis and Toulmin's Argument Methodology, go to Making a Case page.
CASE 2 ASSIGNMENT:
Make a Case for one of the following propositions: The inputs at Deckers Outdoor Corporation 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).
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.
Make a Case for which OD model you think is the best for doing an OD analysis for Deckers Outdoor Corporation, based on several current issues the company is facing. There are several parts to this assignment.
KEYS TO THE ASSIGNMENT:
Case Expectations: In order to make this case, you first need to identify the Key Input factors in the first three categories. And you will also need to identify the specific strategy of the company. So the paper consists of the two main parts:
Identify and discuss the Key Input factors from each of the four input categories (at least two each).
Explain why these are critical (consider the strategy and how important each one is in providing support)
Make the case as to whether the Key Input factors in the first three categories support the Strategy (classify the strategy according to Porter's three generic competitive strategies).
You will not be able to identify all of the inputs in such a short paper, so.
First identify the most critical inputs in each of the first three categories and justify WHY they are critical. Also explain what effect the inputs from one category have on inputs from the other categories.
Then discuss the organization's strategy and classify it according to Porter's three generic competitive strategies, cost leadership, differentiation, or focus. How well does this strategy fit with the environmental, resource and historical inputs you identified?
Make a Case for your proposition as to how the Key Inputs support the Strategy. You must support your analysis with objective evidence. Sources of information for the entire project may include organizational documents and reports, articles in newspapers and trade publications, even interviews 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.
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Solution Summary
The solution discusses inputs at deckers outdoor corporation.
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Congruence model:
The congruence model of organizational behaviour provides essential inputs, outputs and transformation processes which provide characteristics of organizational functioning. Nadler & Tushman (1980) provide that the model places greater emphasis on transformation process and analyzes interdependence between critical systems. The model suggests that the organization consists of components which interact with each other and provides that the components either fit properly together to function effectively or fit poorly to leading to dysfunctions (Nadler & Tushman, 1980). The model therefore is based on how congruent the components are to provide effectiveness.
Inputs recognized in the congruence model as material the organization has to work with. The model includes inputs such as the environment which encompasses markets (customers), government and regulatory bodies, suppliers, competitors, financial institutions and other groups (Nadler & Tushman, 1980). Other inputs included in the congruence model are organizational history, resources and strategy.
These inputs affect the organization differently. Nadler & Tushman (1980) provide that the environment affects the organization in three ways; by making demands on the organization, placing constraints on organizational action, and it also provides opportunities for the organization to exploit. Resources that affect an organization include employees, capital and technology. Strategy is viewed as the most important input as it determines how business will be conducted.
Key inputs of Industrial Services of America, Inc:
The environment is a major input in Industrial Services of America whereby the company is affected through conditions imposed on the company from external sources. Competition is a critical input as the company as it conducts business in different areas such as steel service, solid waste services, waste management services, and business services. The company faces competition from organizations such as Aleris Corporation, Avalon Holdings Corporation, and Casella Waste Systems, Inc (Industrial Services of America, 2012).
Other external factors affecting the company include customers as they are the ones who place demands on the organization. Customer demand determines whether the organization will be profitable as they determine quantity of products and services sold thus affect revenue. Resources are essential in Industrial Services of America as it affects the organization's ability to meet demands from the environment. ...
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