8 identify the action steps the final stage is to

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Unformatted text preview: Organization Work Resources Unit History Individual People ing output. Once these problem areas have been identified, available data are used to test whether poor fit is, indeed, a key factor influencing output and a potential leverage point for forging improvement. Nor can you assume that by changing one or two components of the model, you will cause the others to fall neatly into place. Profound change, in short, means working through the entire model. Benefits of the Model 8. Identify the action steps. The final stage is to identify action steps, which might range from specific changes aimed at relatively obvious problems to more extensive data collection. In addition, this step requires predicting the consequences of various actions, choosing a course of action, implementing it, allowing time for the process to run its course, and evaluating the impact. Constantly be on the lookout for inappropriate fit among all of the internal components of the organization—the strategy, the work, the formal and informal organizations, and the people. Poor fit among any of the organizational components— between people and their work requirements, between formal structures and culture, and so on— can produce huge problems. 12 One of the congruence model’s major benefits is that it provides a graphic depiction of the organization as both a social and technical system (see Figure 6). Looking at the illustration of the model, think of the horizontal axis—the work and the formal organization—as the technical-structural dimension of the operating organization. The vertical axis—the people and the informal organization—make up the organization’s social dimension. You can’t ignore either axis. In terms of congruence, everything has to fit. Another way to think of those two dimensions is in computer terms. In recent years, the term “hardware” has become synonymous with the technical-structural dimension of the organization, while the term “software” has become shorthand for the social aspects that shape the values, behavior, and performance of an organization’s people. The meta- Oliver Wyman – Delta Organization & Leadership phor has become so widespread because it works so well—and underscores the central notion that in both organizational and computer architecture, it is the proper fit between the key components that ultimately drives performance. A second benefit of the congruence model is that it avoids strapping intellectual blinders on managers as they think their way through the complexities of change. The congruence model doesn’t favor any particular approach to organizing. On the contrary, it says: “There is no one best structure. There is no one best culture. What matters is ‘fit.’” This model does not suggest that you try to copy your competitor’s strategy or structure or culture. It says your most successful strategy will be one that accurately reflects your exclusive set of environmental realities, and the most...
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This note was uploaded on 11/22/2009 for the course HR GM600 taught by Professor Na during the Spring '09 term at Keller Graduate School of Management.

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