Put them together and what have you got nothing they

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Unformatted text preview: pose you could build a dream car that included the styling of a Jaguar, the power plant of a Porsche, the suspension of a BMW, and the interior of a Rolls Royce. Put them together and what have you got? Nothing. They weren’t designed to go together. They don’t fit. The same is true of organizations. You can have stellar talent, cutting-edge technology, streamlined structures and processes, and a high-performance culture—but if they aren’t designed to mesh with each other, you’ve got nothing. Indeed, the congruence model suggests that the interaction between each set of organizational components is more important than the components themselves. Put another way, the degree to which the strategy, work, people, formal organization, and culture are tightly aligned will determine the organization’s ability to compete and succeed (see Figure 5). For example, consider two components: the work and the people. When the skills, knowledge, and aptitude of the individuals involved match the job requirements of the work at hand, you can reasonably expect a relatively high degree of performance. The Concept of Fit Now let’s assume that a restructuring has reassigned people doing related work to different parts of the organization, separating them into tightly bound units that lack sufficient processes for sharing information and coordinating activity. In that case, the formal organization will inevitably hinder performance, even if the right people are separately doing the right work. The final element in the congruence model is the concept of fit. Very simply, the organization’s performance rests upon the alignment of each of the components—the work, people, structure, Taking the argument one step further, assume that the work at hand requires considerable autonomy, real-time decisions, and occasional risks. However, The Congruence Model 9 Figure 5: Determining Degree of Fit FIT THE ISSUES Individual—Formal Organization To what extent individual needs are met by the organizational arrangements; to what extent individuals hold clear or distorted perceptions of organizational structures; to what extent individual and organizational goals converge. Individual—Work To what extent the needs of individuals are met by the work; to what extent individuals have skills and abilities to meet work demands. Individual—Informal Organization To what extent individual needs are met by the informal organization; to what extent the informal organization makes use of individuals’ resources, consistent with informal goals. Work—Formal Organization Whether the organizational arrangements are adequate to meet the demands of the work; whether organizational arrangements tend to motivate behavior consistent with work demands. Work—Informal Organization Whether the informal organization structure facilitates work performance; whether it hinders or promotes meeting the demands of the work. Formal Organization— Informal Organization Whether the goals, rewards, and structures of the informal organization are consistent with those of the formal organization. if people have been conditioned over...
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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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