What Is The Congruence Model

(P1.1) In formulating a business strategy, it is a crucial factor to determine what the organization’s mission, vision, objectives and core competencies are because it sets an idea on what the organization should do and what purpose do they have in the industry to contribute to their customers. It also helps what markets should they target and what action should they plan to have a competitive advantage.

Change Management is a modification in an organizations practice. It is instituted to profit the company and to improve the system. From the mid-2000s, change management has developed enduring landscapes for any organizations as if it’s related to business field or health care industry. In order to be in today’s competitive market; change management is very important part of any company (Aguirre & Alpern 2014). Technology and advancements is rapidly expanding and changing working organizations’ everyday atmosphere. Due to economic changes many businesses are being obliged to merged or downsized with other companies in order to increase their financial stability. Change management stepped in when employers or employees couldn’t keep up with

Change happens in a business environment for a variety of reasons. Those reasons depend on both internal and external factors.

Reasons for change in a business environment may include: internal factors, examples include; A business wants to reduce waste and costs, A business launches a new product, A business introduces 24-hour customer support, A business introduces quality management techniques. External factors. Political factors, examples include; Government (policies, regulations, grants and the government as a client or customer), International (conflict, political change, pressure groups and

The Burke-Litwin Model seeks to explain the processes and influences by which organizational change occurs. The organizational change process is driven by twelve different factors. The factors are integrated, such that a change in one factor will have an effect on all of the other factors. The team at CGIAR took this approach to their change program, focusing on a few factors that they believed were the key drivers of change. The twelve different factors are the external environment as the key input, mission & strategy, leadership, organizational culture, structure, management practices, work unit climate, systems, task and individual skill, motivation, individual needs and performance, and individual and organizational performance as the key output. Their efforts were focused specifically on changing the organizational culture, which they felt would result in changes to many other aspects of the organization.

One method for managing change in an organization is to be prepared through constant evaluation of the company. The management team needs to continually evaluate sales data, changes in the marketplace and activity by the competition to be able to anticipate change. When a company can see change coming as a result

It is normal for any organization to make certain momentous decisions that may affect its entire future, decisions like this concentrate on some of the major issues that concern the organization and its performance. Knowing that the business environment is unpredictable and keeps on changing, it is advisable to conduct a proper analysis of the environment, the external changes and the internal strategies within the organization that will absolutely define the business track, affect sustainability as well as the ability for success. Many diagnostic models are designed to measure how the organization is performing. The organization is prepared to scan these changes constantly to be able to react and adjust its policies. Few of these models are currently used by companies to ensure their success and effectiveness. Burke–Litwin model is one of them. Burke–Litwin model links the organizational effectiveness to the internal and external factors and predicts the performance consequences of the organization therefore it is found to be appropriate to my Nokia & Samsung study.

There are six different organizational models: geography, number of employees, product evolution, and distribution of authority, control, and marketplace. Together work effectively to create an outline for how the company is laid out, and conclude how decision-making staff goes about effecting change in an organization is known as geography. Structure of the organization depends on how many corporate locations needed to account for in planning (Root III, 2018). As the company increases, the organizational structure needs to be adaptable enough to accommodate more employees and the possible need for a larger management organization (Root III, 2018). These are the first two models that complement the other four in the next paragraph that together work efficiently and grow for the future.

Choosing a change model can be difficult for an organization. The company must ensure that the model it chooses will help them make the smoothest transition possible for everyone involved. The chosen change model must also help the company reach its goal within the time frame the company needs to have changes made.

Organizations often look for ways to identify problems areas so that they can focus on specific contributing elements. The Nadler and Tushman Congruence model is tool that assists organizations in evaluating how well they

| This model has steps of how organization’s change. There are three steps 1) exploration, 2) planning, 3) action, and 4) integration. The exploration is how organization verify the need for change and acquire the necessary resources (such as expertise) to make the change. Planning involves the decision makers and technical experts and the plan is signed off by the manager. Action is completed by feedback and the replanning. The integration aligns the change with other areas in

Change model is called transtheoretical Model (RHIhub, 2017). Change model crucial to evaluating companies, communities or an individual. The model also clarifies how a business, community or individual can incorporates new management, objectives, and programs at changeable levels (RHIhub, 2017). In which, change model different intervention level are implemented to assist with progress. According to RHIhub (2017), “These stages include:

Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during the last year. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. Below are 6 factors that drive and influence change In any organisation.

One of the main purposes of diagnostic models is to find a way to identify external and internal factors that can affect the working conditions of an organization. Many diagnostic models have been developed along the years to ensure these factors are well identified and the organizations can function properly following a certain model. The diagnostic model that will be analyzed in this paper is Burke-Litwin.

The Burke-Litwin Model highlights the main elements or source of major transformational change and also the changes that are incremental in nature. The four transformational factors are external environment, mission and strategy, leadership, and organizational culture. The main cause that makes a company to make changes is the external environment. It can force any organization to make changes to its mission, culture, leadership, and operating strategies. Changes in the 12 drivers in The Burke-Litwin Model bring a series of change to the overall structure. Various internal and external organizational factors that influence the changes in the organization are: