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CORNELL ILROB 1220 - Congruence Model

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ILROB 1220 1st Edition Lecture 3Outline of Last Lecture I. Types of CompaniesII. Safety CultureOutline of Current Lecture I. IncongruencesII. Congruence ModelIII. Steps to using Congruence ModelIV. Fixing IncongruencesCurrent LectureI. Essentially all problems involve one or more disconnects, or incongruences, betweenmajor components of organizations.a. Solutions involve the analytic and creative achievement of congruence.b. Congruence Hypothesis: The degree to which critical tasks, people, the formal organization, and the informal organization are aligned will determine the organization’s ability to realize its strategic objectives, that is, to compete and perform well. c. Major Sources of Incongruence are deficient organizational design and past success.II. Congruence Model – Inputs, Strategy, and Outputsa. Inputsi. Environment – legal, political, social, techonologial, customers, unionsii. Resources – financial, technological, reputation, market positioniii. History – Defining Events, Past decisionsb. Strategy (the way an organization captures and preserves value)i. Products / servicesii. Markets, customersiii. Technology choicesiv. Cost Leadershipv. Differentiationc. Outputs (an ability to achieve particular performance)i. Goods and services producedii. Revenues, profitsiii. Shareholder returnThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.III. Congruence Model – Internal Elementsa. Critical Tasks (basic work to be done by an organization and its parts) i. Knowledge and skill requiredii. Workflow and interdependenciesiii. Degree of uncertaintyb. People (characteristics of people in organizations)i. Knowledge and skillsii. Motivationiii. Demographicsc. Formal Organization (formal structures, processes, systems that enable people toperform tasks)i. Culture: values and normsii. Reward systemsiii. Job designiv. Recruiting proceduresd. Informal Organization (informal structures and processes that affect people’s ability to perform tasks)i. Culture: values and normsii. Power and politicsiii. Networks and communicationsIV. Steps for Diagnosing and Solving Organizational Problems a. Understand strategic contextb. Identify performance gapsc. Describe critical components d. Check for congruence (fit among components)e. Develop solutions to correct incongruence, and then take actionf. Observe response and learn from consequencesV. Fixing Incongruencea. Incongruence between 2 components is likely the root cause of problem b. At least one component must changeVI. Takeawaysa. Congruence model is a tool for diagnosing the root causes of an organizational problemb. NOT the solution, but an analytical tool c. Your solution should address the root causes of your


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CORNELL ILROB 1220 - Congruence Model

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