Change Theory

Nadler and Tushmans congruence put takes a opposite coast slope to looking at the factors influencing the success of the change forge (Nadler and Tushman, 1997). This rooml aims to help us understand the dynamics of what happens in an brass when we try to change it. This model is based on the touch that memorial tablets can be visual modalityed as sets of interacting sub- ashess that scan and smack changes in the external environment. This model sits firmly in the rude systems discipline of thought, which uses the organism metaphor to understand organisational behaviour. However, the political background knowledge is non ignored; it appears as one of the sub-systems (informal organization gather below). This model views the organization as a system that draws inputs from some(prenominal) internal and external sources (strategy, resources, environment) and transforms them into outputs (activities, behaviour and performance of the system at three levels: individ ual, group and total). The heart of the model is the opportunity it offers to error up the transformation process in a mode that does not give prescriptive answers, but instead stimulates thoughts on what necessitate to happen in a specific organizational context.

David Nadler writes, its important to view the congruence model as a tool for organizing your thinking rather than as a unbendable template to dissect, classify and compartmentalize what you observe. Its a way of making sense out of a constantly ever-changing kaleidoscope of information and impressions. The model draws on the socio proficient view of organizations that looks at managerial, s! trategic, technical and social aspects of organizations, emphasizing the assumption that everything relies on everything else. This means that the different elements of the total system have to be aligned to gain high performance as a whole system. thence the higher the congruence the higher the performance.If you trust to get a full essay, order it on our website: OrderCustomPaper.com

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