Nudler and Tushman’s Congruence Model

An organization’s progress is determined by the individuals who work there. It is important for executives of companies that provide military resources to recognize existing holes and aim to find designs and models for filling them. Such models seek to reorganize the organization of companies in order to produce the desired results. Many organizations that use the congruence model outperform others that do not.

The congruence approach is a valuable technique for companies to use in identifying and resolving management challenges. The congruence model illustrates some of the systemic problems that may lead to firm failure. In avoiding failure of businesses, the congruence model offers methods that are systematic to determine elements to help in improving the performance of organizations (Mahato, 2015). The model works on the structure of a company using details such as culture, demographic factors, the role of the business and its management. If the leadership is compact, then the performance improves. A perfect example is the administration of Ford Company under the direction of Alan Mulally. As the CEO, he created a favorable environment for information to flow horizontally regardless of ranks that exist within the company. Ford showed to the world that when leaders effectively apply congruence in the culture, work done, the structure of the organization and demographical factors then the performance improves. In the application of the model, businesses should consider each element and then compare them with each other to come up with the general effect (Cawsey et al., 2011).

Insight from the Congruence Model

It is good to understand the structure of the organization, and it’s desired growth rate to avoid future problems. Supervision and management are essential as they allow organizations to identify gaps early and prevent them. Firms run well with the application of congruence in understanding the skills of workers and rewarding them according to their successes. Therefore the model is a tool for motivating employees.

References

Mahato, M. (2015). Organizational Change: An Action Oriented Toolkit. South Asian Journal of Management, 22(4), 197.

Cawsey, T. F., Deszca, G., & Ingols, C. (2011). Organizational change: An action-oriented toolkit (Vol. 2). Sage.