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The Nadler-Tushman Congruence Model
Transcript of The Nadler-Tushman Congruence Model
Structure References Limitations An organization can only use this model effectively if all of the elements fit harmoniously.
Imagine two gears meshing together. If one cog is bigger than the other, there is not a fit and the system will not work. In a workplace setting, it would not be efficient to have an individual that only has a background in accounting to do a surgeon’s job. Who created it?
Columbia University Professors: David A. Nadler and Michael L. Tushman
Created in the early 1980's to analyze small and large businesses Companies that are struggling with their effectiveness and productivity.
Is the company’s culture complementary to the tasks that are being asked of the employees?
Are the people understanding and following the structure that the company has set forth?
If there is a discrepancy between one or more of the elements, the company can isolate that problematic area, fix it,
The thoroughness of the model allows companies to adjust it’s structure in order to correct problems that arise. THE NADLER-TUSHMAN CONGRUENCE MODEL http://www.mindtools.com/media/Diagrams/Congruence.jpg
http://www.mindtools.com/pages/article/newSTR_95.htm How does it work? This model is based on the principle that an organization’s performance is based on four elements
tasks, people, structure, and culture.
The higher the compatibility, or congruence, the greater the performance of the organization.
If one element is out of balance, underrepresented or over represented, it can have a negative effect on performance
The model puts its greatest emphasis on the transformation process and in particular reflects the critical system property of interdependence