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Part 3 Diagnosing the Change

In: Business and Management

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Part 3: Diagnosing the Change – Chrysler Group LLC & Ford Motor Company

The congruence model first established in the eighties by David A Nadler and M L Tushman provides a means to an understanding of the sources of organizational performance and the relationship between the two. This model views organizations as components that are interconnected and interacting with goals of tight congruence. The Congruence Model consists of categories that are broken down into components. (Mercer, 2012)
The first category of the Congruence Model is input. The components of the input category are environment, resources, and history. The environment consists of factors that are outside of the organization but can influence it. The analysis would want to see what demands or constraints the environment places on the organization. The history will provide the patterns of the past; behaviors, activities, and effectiveness. History can definitely have an effect on how the organization is functioning today. Things to analysis in the history include any major changes, phases of development, and the current impact of these historical factors. These components can consists of external and internal forces that drive the need for a change. (Mercer, 2012)
The next category of the congruence model is strategy. There a two levels which are corporate strategy, which will include the legal aspect, and the business strategy. The business strategy will include decisions about how to use the resources of the organization in response to opportunities, environmental changes, and threats. The strategic plan will be represented as a roadmap that determines how the company gets from what they currently are to what they want to be. (Mercer, 2012)
The core of the congruence model is the organizational transformation process. This process interacts directly with the input category’s components. The...

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