A Congruence Perspective
(David A Nadler & Michael L. Tushman, 1983)
Congruence
is the degree to which the needs, goals, objectives and/or structures of
one component are consistent with the needs, demands, goals, objectives
and/or structures of another component
Other things being equal, the greater the total degree of congruence or
fit between the various components, the more effective will be the
organization, effectiveness being defined as the degree to which actual
organization outputs at individual, group, and organization level are
similar to expected outputs, as specified by strategy
It is not a question of finding the "one best
way" of managing, but of determining the effective combination of
components that will lead to congruent fits among them
SOME RELEVANT
QUESTIONS
To what extent are individual (e.g., recognition, security, challenge,
safety, responsibility, leisure) needs met by the formal organizational
arrangements (e.g., policies, procedures, organization and job design, HRM
systems)?
To what extent are individual needs met by the tasks?
To what extent are individual needs met by the
informal organization (e.g., customs, practices, behaviors, intra- and
inter-group relations, communication)?
o what extent is the informal organization consistent with the formal
organization? To what extent are the goals, rewards, and structures of
the informal organization consistent with those of the formal
organization (e.g., policies, procedures, organization and job design, HRM
systems)?
Congruence
is the degree to which the needs, goals, objectives and/or structures of
one component are consistent with the needs, demands, goals, objectives
and/or structures of another component
To what extent are individual (e.g., recognition, security, challenge,
safety, responsibility, leisure) needs met by the formal organizational
arrangements (e.g., policies, procedures, organization and job design, HRM
systems)?