Third this model helps you understand the dynamics of

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: effective way for you to organize is to ensure that the organizational components both support execution of your strategy and are congruent with each other and the unique aspects of your organization. It is a contingency model of how organizations operate and, as such, is adaptable to any set of structural and social circumstances. and impressions—to return to our earlier metaphor, it’s a way to think about organizations as films rather than snapshots. You can’t look at a complex organization as a static pattern of photos, capturing a narrow scene as it existed at one point in time, all neatly pasted in a scrapbook. Instead, it’s a dynamic set of people and processes, and the biggest challenge is to digest and interpret the constant flow of pictures—the relationships, the interactions, the feedback loops, all the elements that make an organization a living organism. In the end, it is those dynamics that make change at once so fascinating and so challenging. Third, this model helps you understand the dynamics of change, because it allows you to predict the impact of change throughout the organizational system. Major change almost always originates in the external environment. It next shows up in comparisons of output to expectations, when people either experience or anticipate changes. That leads to a review of strategy—what are we going to do to regain or extend our competitive advantage? Inevitably, this means changes in work and the formal organization—which is where many companies stop, without undertaking the difficult but critical job of reshaping the culture. Finally, it’s important to view the congruence model as a tool for organizing your thinking about any organizational situation, rather than as a rigid template to dissect, classify, and compartmentalize what you observe. It’s a way of making sense out of a constantly changing kaleidoscope of information The Congruence Model 13 References Katz, D. and Kahn, R.L. The Social Psychology of Organizations. New York: John Wiley & Sons, 1966. Lorsch, J.W. and Sheldon, A. “The individual in the organization: A systems view” in J.W. Lorsch and P.R. Lawrence (eds.). Managing Group and Intergroup Relations. Homewood, Ill.: Irwin-Dorsey, 1972. Nadler, D.A. Champions of Change: How CEOs and Their Companies Are Mastering the Skills of Radical Change. San Francisco: Jossey-Bass, 1997. Nadler, D.A. and Tushman, M.L. Competing by Design: The Power of Organizational Architecture. New York: Oxford University Press, 1997. Seiler, J.A. Systems Analysis in Organizational Behavior. Homewood, Ill.: Irwin-Dorsey, 1967. Slywotzky, A.J. and Morrison, D.J. Profit Patterns: 30 Ways to Anticipate and Profit from Strategic Forces Reshaping Your Business. New York: Times Business, 1999. 14 Oliver Wyman – Delta Organization & Leadership The Congruence Model 15 About Oliver Wyman – Delta Organization & Leadership Oliver Wyman is building the leading global management consultancy, combining deep industry knowledge with specialized expertise in strategy, operations, risk management, organizational transformation, and leadership development. Delta Organization & Leadership works collaboratively with CEOs and senior executives to meet the challenges of building talent, accelerating organizational performance, and driving business success. Our Executive Learning Center provides top-tier executive education around the world, designing and implementing customized programs that develop the leaders you need to compete and grow. To obtain further information about Oliver Wyman – Delta Organization & Leadership, please contact us at or the telephone numbers below. Visit us online at North America Toll-free: 1.866.909.8239 Atlanta Philadelphia Boston Portland Chicago San Francisco Montreal Toronto New York We bring deep expertise and a track record of high-impact solutions that minimize business risk by: United Kingdom London: 44.20.7343.9500 Maximizing CEO and senior team effectiveness Making your strategy work France Paris: Building an effective board Managing the business of change Germany 49.69.710.447.600 Frankfurt Munich Redesigning your organization Hamburg Developing a pipeline of the right leaders for your business Securing commitment through communication and engagement Bringing meaningful data to decision-making © 2003 Delta Organization & Leadership LLC, a member of the Oliver Wyman Group. All rights reserved....
View Full Document

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.

Ask a homework question - tutors are online