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The Congruence Model. The Congruence Model. The critical first step to successfully lead large-scale organizational change is to understand the dynamics and the performance of the enterprise.

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the congruence model1
The Congruence Model
  • The critical first step to successfully lead large-scale organizational change is to understand the dynamics and the performance of the enterprise.
  • The tried and true managerial tricks do not always work. The new, a unique set of problems watched through the old, well-worn filters might leave the real issues undetected.
the congruence model2
The Congruence Model
  • The congruence model is a useful tool that helps leaders fully grasp the interplay of social and technical forces that shape the performance of each organization.
  • It suggests that the starting point for analyzing organizational performance is to first understand the organization as a system.
  • The organization consists of a basic set of elements: input, strategy, output, and the transformation process.
basic organizational components input
Basic organizational components - Input
  • Three main categories of input:
    • The environment
      • Imposes demands
      • Imposes constraints
      • Provides opportunities
    • Resources
    • History (Ex.: Xerox)
basic organizational components strategy output
Basic organizational components - Strategy & Output
  • Two levels of strategic questions:
    • Corporate strategy
    • Business strategy
      • Markets
      • Offerings
      • Competitive basis
  • Three levels of output:
    • The total system
    • Units within the system
    • Individuals
basic organizational components the organizational transformation process
Basic organizational components - The organizational transformation process
  • The heart of the model
  • Four key components of the organization:
    • Work
    • People
    • Formal organizational arrangements
    • Informal organization
the concept of fit
The concept of fit
  • The organization’s performance rests upon the alignment of the components (work, people, formal org., informal org.)
  • The tighter the fit - the greater the congruence, the higher the performance.
  • The interaction between each set of organizational components is more important than the components themselves.
  • Normally, managers only have to do the necessary adjustments, but some situations call for radical, large-scale change. (Ex.: Xerox)
analyzing the organization s problems
Analyzing the organization’s problems
  • The congruence model gives a conceptual framework to solve the organization’s problems:
    • Identify the symptoms
    • Specify the input
    • Identify the input
    • Identify the problems
    • Describe the organizational components
    • Assess the congruence
    • Generate hypotheses about problem causes
    • Identify the action steps
using the congruence model
Using the Congruence Model
  • Make sure the new strategy fits the organization’s resources and environment!
  • Be sure the strategy fits the formal structures, systems, and processes!
  • Constantly be on the lookout for inappropriate fit among all the internal components of the organization!
Give practical examples of how the manager can follow the 8 steps mentioned above to solve the organization’s problems!