Work through each of the four sections, Work, People, Culture, Structure, and map out the different attributes of each one. This is where the answers need to start to be put into place. Compare the notes from Step 2 and decide what changes are needed to each of the four areas in order to get them working together well.
The end result of this will be a greater alignment between Work, Structure, People and Culture, and a higher performing buisness. Take a look at Weisbord's 6 Box Model. Book your personal demo and we'll show you how to easily align your strategy and engage your people with the right tools. A leadership masterclass from an expert leader. The different components in the model are: Culture Work Structure People Feeding in to and out of the above core four are: Input such as your strategy Output your performance The model shows how the different components are all interrelated: Culture and Work Culture and Structure Culture and People Work and People Work and Structure People and Structure The key to the performance is around how congruent these are together.
Step One: Analyze the four components Work through each of the four sections, Work, People, Culture, Structure, and map out the different attributes of each one. Step Two: Map the key relationships The model shows the relationships that need to be analysed: Culture and Work How does the culture impact the work that happens?
Does culture help or hinder work effectiveness? How does the work impact the culture of the business? Culture and Structure Is the culture aligned to the structure?
The critical first step in designing and leading successful large-scale Change is to understand the dynamics and performance of the enterprise fully. The Congruence Mode l of organisational behaviour developed by David Nadler and Michael Tushman at Columbia University is a simple, pragmatic approach to organisation dynamics based on systems thinking. The model requires a preliminary look at the inputs and outputs of an organisation, and the strategy or roadmap to achieve the goals.
The heart of the model is the formal and informal processes people use to get things done. Four key elements determine how work happens:. Following a systems view, if a change impacts one area, it will have a domino effect on the other areas.
Which is why this model can correctly apply to Change Situations. The model, in summary, looks at four factors that allow transforming inputs into outputs. As a Leader, if you want to achieve the desired output, you, therefore, need to understand how the 4 critical components work in conjunction. Also identifiable as Work, refers to the tasks carried out by employees.
As an organisation, you should ensure that the tasks are consistent with the objectives you have set for your organisation. It should be visible what skills and knowledge are required for each task, and these should be present in the organisation in the right quantity. These are the people in the organisation, and composes a critical element of the Congruence model. You should be aware of the type of individuals your organisation is formed of, their working styles, competencies and skills, as well as their personal characteristics.
It is important to focus on both what is congruent and what is not. Additionally, congruency must be maintained. Sometimes new processes need to be built to ensure congruence is maintained. Sharon Barstow started her career in investment banking and then crossed over to the world of corporate finance as a financial analyst. In addition to writing, she is the co-owner of a small dog bakery in rural Ohio.
What Is the Relationship of Operations Management to the Four Factors of the Theory of Leadership. Share on Facebook. People are an important part of the organisation and the congruence within it, and form an important part of the Nadler-Tushman Congruence Model.
A company aimed at innovation is looking for pioneering, fast-thinking people. A sales company is mostly focused on finding sales talent. It should be known of employees which skills and knowledge they possess, whether they have experience, and what education they have followed. It should also be known how they would like to be individually rewarded and compensated for their work. Although aligning the work from the first of the four elements is important, aligning the organisational structure is even more important.
Structure is the third component of the Nadler-Tushman Congruence Model. It creates consistency between what an organisation wants and what it does. A company that responds to new market developments needs a flexible corporate structure that is able to quickly adjust to the changing market. A company chain with outlets in various regions would benefit more from a hierarchical structure with regional managers. The corporate culture consists of values and norms, behavioural patterns and rules, both written and unwritten.
The corporate culture also has great influence on the way it supports and stimulates the corporate results. A relaxed, informal corporate culture may work well for a startup, but will need to become somewhat more mechanical upon growth. There are also organisations where the focus is on employees and their well-being.
This happens in altruistic organisations. We may derive several steps from the Nadler-Tushman congruence model, which can be gone through in order to achieve congruence and improved performance in the organisation. The first step of the Nadler-Tushman Congruence Modelwill not need to be gone through by every user.
Reasons for carrying out such a process may vary. Sometimes a performance gap is suspected and the organisation wants to run an analysis in order to be sure. When there is no suspicion of incongruence, the step-by-step plan may still be gone through in order to improve any inefficiencies. These may be disappointing results, undesirable behaviour on the part of employees, or something else.
Make sure all symptoms are noted down. Investigate the exact means used in the organisation.
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