Nadler and Tushman’s congruence

Organizational success is measured by the individuals who work there or by the work itself, or in some cases by both situations. To maintain a military framework in an organization, the leadership must find vulnerabilities and devise solutions to resolve them. This reorganization is a mechanism that may include modifying the organizational structure in order to obtain the desired outcomes. There are several organizations that outperform others, and the secret to their success is the congruence paradigm created by David A Nadler and M L Tushman. According to Cawsey and Huber (2016), there is a powerful tool that determines what is going wrong in an organization performance. The congruence method is based on a simple principle that organization structure runs under four key elements that is culture, people, tasks and structure. The more compact the structure the greater their performance (Mahato,2015). A perfect example is Apple Company performance, during Steve Jobs leadership.
As the CEO of Apple Steve Jobs created an enabling environment as thought leader. Ideas would flow horizontally no matter the rank as long as it’s valid and he ensure that each decision matter. This created congruence in the organization and increased their performance. Apple demonstrated to the world that when there is a working strategy and leaders ensure congruence between the culture of the organization, work done, structure and people then high performance is guaranteed. To better utilize this model it is advisable for organizations to consider each component individually and then compare them against one another to appreciate its net effect.
Insights gained from the Nadler and Tushman’s congruence
One key insight in these organizational dynamic is first it is good to understand the organizational structure and growth trajectory to avert future problems. Management and supervision tools are important in ensuring the organizations diagnose their gaps early enough to prevent them. Congruence in an organization runs well through understanding skills of employees and putting in place an intrinsic reward model that recognizes success. This serves as a great motivation among employees.
References
Mahato, M. (2015). Organizational Change: An Action Oriented Toolkit. South Asian Journal of Management, 22(4), 197.
Cawsey, T., Deszca, G., Ingols, C., Finkelstein, S., Hambrick, C. D., Cannella Jr, A. A., ... & Huber, G. P. (2016). Organizational change. Assessment, 45, 49.