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Nadler-Tushman Congruence Model

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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, you are to analyze the Key Inputs of your chosen company.

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.

Nadler, D.A. & Tushman, M.L. (1980) A model for diagnosing organizational behavior. Organizational Dynamics, 9 (2), 35-51. Available in the Business Source Complete database in the Touro College Library System.

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From the reading you will see that there are four input categories:

Environment

Resources

Organizational history (Persistent Traditional)

Strategy

You will see that the Key Factors in the first three input categories should support and integrate with the Strategy Input factor.

Case 2 Assignment: Make a Case for one of the following propositions: The inputs at Green Mountain Coffee Roasters, 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.)

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.
Make the case as to whether the Key Input factors in the first three categories support the Strategy.
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 strategies. 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 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.

Write up your case in a 4-6 page paper and submit it by the end of the module.

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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Solution Preview

ENVIRONMENT:
According to the Nadler-Tushman model the environment for Green Mountain Coffee Roasters consists of customers, suppliers, government regulatory agencies, the technological environment, economic and social conditions. The main customers of Green Mountain Coffee Roasters consist of 8,000 odd wholesale accounts. This environment includes hotels, restaurants, universities, travel and office and coffee service customers. The customers that also include discount store chains, specialty food stores, and supermarkets is currently have a relatively weak market.

However, specifically the large customers of Green Mountain Coffee Roasters are having increasing revenues. For example, McDonald's revenues are increasing and so are the revenues of Bruegger's. The government polices are such that taxation is realistic, the employment laws are moderate, and trade restrictions are minimal. Further there is political stability in the USA. The economic environment is weak because the growth rate is lagging, and the overall economic conditions are those of a recession. The social conditions are favorable to Green Mountain Coffee Roasters; there is an increasing trend of coffee drinking, especially organic and gourmet coffee. Even there is a trend among young customers and college going students to drink more coffee.

The technological environment supports the development of organic coffee, gourmet coffee, and specialty coffee. Automation in the roasting of coffee and packaging of coffee is also supporting the development of Green Mountain Coffee Roasters' business. Further the environmental initiatives that have been launched by Green Mountain Coffee Roasters have been well received. These initiatives have positioned Green Mountain Coffee Roasters as a socially responsible company. In this context the company has developed a natural paper hot beverage cup. The coffee drinker realizes that even the cup that he drinks from is a fully renewable resource. The environment is especially critical for Green Mountain Coffee Roasters. The company uses "green", environmentally friendly, organic as it main selling point.
References:

RESOURCES:
According to the Nadler-Tushman model resources include the firm's people, technology, capital and information. ...

Solution Summary

Nadler-Tushman Congruence Model is discussed very comprehensively in this explanation..

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