Change Theory

Nadler and Tushmans congruence put takes a opposite soaring slope to looking at the factors influencing the success of the change serve up (Nadler and Tushman, 1997). This humourl 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 ecesiss can be find outed as sets of interacting sub- governing bodys that scan and sense datum changes in the external environment. This model sits firmly in the escaped 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 : individual, group and total). The heart of the model is the opportunity it offers to denounce 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 endlessly ever-changing kaleidoscope of information and impressions. The model draws on the socio prof icient view of organizations that looks at m! anagerial, strategic, 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 command to get a full essay, order it on our website: OrderCustomPaper.com

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