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UGBA 105 Sections 102,104,106

UGBA 105 Sections 102,104,106. Congruence model reviewed. The Congruence Model. Strategy (diversification innovation). All problems involve one or more disconnects, or incongruencies , between 4 major components of organizations:. Informal Org (culture, politics leadership, networks).

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UGBA 105 Sections 102,104,106

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  1. UGBA 105Sections 102,104,106 Congruence model reviewed

  2. The Congruence Model Strategy (diversification innovation) All problems involve one or more disconnects, or incongruencies, between 4 major components of organizations: Informal Org (culture, politics leadership, networks) Input Environment (Competition, change) Resources (munificence) History (age, conditions at founding) Output Systems Unit Individual Formal Org (job titles, depts, reporting hierarchy, IT & HR systems) Tasks (technologies, work flows) People (ability, skills, motivation, biases) In turn, solutions involve the analytic - and creative - achievement of congruence.

  3. Principal OB Levers Managers can solve problems by changing the organization in the following ways: • Tasks or work • Formal organization • Informal organization • People

  4. But not in isolation • Must pay attention to core tasks, goals, strategy and environment • Thus, the congruence or “fit” hypothesis: The degree to which the strategy, work, people, structure, and culture are smoothly aligned will determine the organization’s ability to compete and succeed.

  5. Gap Why? We’re not getting new product out Why? Inter-unit conflict Why? Lack of coordination devices Conflicting reward schemes Getting Past Symptoms: Discerning Root Causes What are the fundamental causes of the performance gap?

  6. Solutions Definition: a solution to a problem (a performance gap) is a change to the organization that removes one or more causes of the problem without creating new and larger/more serious problems.

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