This would give accurate financial position of the business entity at the end of the financial year. Skype Limited would also measure performance of the group by evaluating on how the objectives of the groups meet the needs and preferences of the market. This would give the ideal position of the business entity within the market segments (Gomes, 2010).
Individual Level

What are some of the key individual functions?

One of the key individual functions that enhance the performance of Skype Limited is the role of the chief executive officer. He ensures that all operations and processes of the business entity are in line with the mission, vision, and goals of the company. He oversees implementation of new strategies and technologies in order to address the ever-changing preferences of the market segmentations. In order to this, it is necessary to have information about the market and the industry. This would allow the…...

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References

Nadler, D.A. & Tushman, M.L. (1980) a Model for Diagnosing Organizational Behavior.

Organizational Dynamics, 9 (2), 35-51.

Woyke, E. (2011). Skype on Google Voice: We Never Said We'll Be the Cheapest. Forbes.Com,

33.

Nadler-Tushman Congruence Model Analysis of Whole Foods
Whole Foods Market, Inc. is one of the admired organizations in the modern economy through implementation of quality strategies towards the achievement of its goals and objectives. The strategy of the organization focuses on the need to enhance quality and efficiency in the provision of products and services to the consumers. This strategy of the Whole Foods Market, Inc. is under the differentiation strategy in accordance with the Porter's three generic competitive strategies. The inputs at Whole Foods Market consisting of organizational environment factors, internal resource factors, and historical tradition factors are highly congruent with the company's strategy.

Whole Foods Market's Strategy

Whole Foods Market, Inc. is one of the admired organizations in the modern economy through implementation of quality strategies towards the achievement of its goals and objectives. In the process of executing its functions and obligations, the organization faces various challenges or obstacles. Some…...

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References

Nadler, D.A. & Tushman, M.L. (1980) A Model for Diagnosing Organizational Behavior.

Organizational Dynamics, 9 (2), 35-51.

Bezboruah, K.C. (2008). Applying the congruence model of organizational change in explaining

the change in the Indian economic policies. Journal Of Organizational Transformation & Social Change, 5(2), 129-140.

In the short run, the company has an uphill battle to establish itself in a tough market -- Palm's past successes in the industry are almost irrelevant at this point -- but in the long run the potential exists for HP/Palm to develop game-changing technology.
The overall strategic fit therefore is only partially congruent. Internally, the three factors are congruent with each other. The resources, environments and histories of these two companies are complementary of one another. HP has experience in fighting tough battles in personal computing, and the combination of the two firms' technologies, brands and customer bases should be successful. The missing element is strategy. In this case, there are a lot of assumptions that HP makes with respect to the value of Palm technology. The strategy rests on this key resource input being highly congruent and relevant to the external environment. If it is not congruent with…...

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Works Cited:

MindTools.com. (2011). Congruence model. MindTools.com. Retrieved February 14, 2011 from  http://www.mindtools.com/pages/article/newSTR_95.htm 

Nadler, D. & Tushman, M. (1980). A model for diagnosing organizational behavior. Organizational Dynamics, Autumn 1980. 35-51.

Paul, I. (2011). HP's 'think beyond' Palm event: What to expect. PC World. Retrieved February 14, 2011 from  http://www.pcworld.com/article/219115/hps_think_beyond_palm_event_what_to_expect.html 

Ray, B. (2010). What does HP want with Palm? The Register. Retrieved February 14, 2011 from  http://www.theregister.co.uk/2010/04/30/hp_palm/

Input Diagnosis
The Nadler-Tushman Congruence Model evolved out of open systems theory as a tool for organizational diagnosis (Falletta, 2005), and is arguably the most complete tool available, in that while complex it has the ability to capture the subtlety and nuance real world corporations. Performance in this model is dictated by strategy, culture, structure, work and people. The key is that these different variables should all be aligned towards a single, unified strategy. If that is the case, the organization will have a higher level of performance, because the different organizational inputs are complementing each other. Where there is misalignment, resources are not working in a synergistic way, and the result is a lot less effective. (MindTools, 2014).

The organizational diagnosis under the congruence model requires the user to have a high level of knowledge about the organization. A tool has been developed, known as the diagnostic funnel, that assists with…...

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References

Benson, J. (2013) Suspicious motives: is big food behind Whole Foods' GMO labeling decision? Natural News. Retrieved December 8, 2014 from  http://www.naturalnews.com/039707_Whole_Foods_GMO_labeling_big_food.html 

Falletta, S. (2005). Organizational diagnostic models: A review and synthesis. LeadershipSphere. Retrieved December 8, 2014 from  https://brainmass.com/file/229019/Orgmodels.pdf 

Gregory, B., Armenakis, A., Moates, K., Albritton, M. & Harris, S. (2007). Achieving scientific rigor in organizational diagnosis: An application of the diagnostic funnel. Consulting Psychology Journal: Practice and Research. Vol. 59 (2) 79-90.

MindTools. (2014). The congruence model. MindTools.com. Retrieved December 8, 2014 from  http://www.mindtools.com/pages/article/newSTR_95.htm

Business
Selecting an OD Model

Determining which OD model should be used to examine a firm will require consideration of the different available OD models and assessment of which is most likely to meet the needs of the analyst. Invariably, whichever model is chosen, the quality the analysis will be based on the quality of the input information and skills of the analyst, rather than simply reliant on the tool itself (Mintzberg et al., 2011).

There are a number of choices. The 7 S's model has some advantages; with the seven factors this provides a relatively simplistic approach towards examining an organization, with the different factors providing a comprehensive analytical framework. However, the structure does not provide for a high level of integration of the different factors, so may not be the optimal model. A similar fragmented approach to different factors may be seen in many of the other models, from the more…...

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References

Falletta, S.V. (2005) Organizational Diagnostic Models: A Review and Synthesis, accessed at http://www.leadersphere.com/img/OrgmodelsR2009.pdf

Mintzberg Henry, Ahlstrand Bruce, Lampel Joseph B, (2011), Strategy Safari: The Complete Guide Through the Wilds of Strategic Management, Financial Times / Prentice Hall

Business Studies
Assessment of Whole Foods Market Outputs with the Nadler-Tushman Congruence Model

The Nadler-Tushman Congruence Model may be used to analyze the performance of an organization, looking at the output across three different levels; the organizational level, the group level and individual level. XCG been undertaken an analysis of Whole Foods Market, and after determining that this model may provide them with the most useful information for an analysis of the company, the analysis needs to be undertaken, using the information that is a ready been collected.

Outputs at the Organizational Level

The firm is a retailer of healthy, organic food, therefore the first output achieved through all of the stores, with the sale of food to its target market. This output is achieved through the company's role as a middleman intermediary in the supply chain. The firm identifies and purchases products from upstream suppliers, including local organic farmers as well as manufacturers…...

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References

Carter, M, (2014, Feb 22), Why Whole Foods Market May Have a Big Problem, Motley Fool, accessed 22nd Feb at  http://www.fool.com/investing/general/2014/02/22/why-whole-foods-market-may-have-a-big-problem.aspx 

Lambert, T, A, (2008), Four Lessons from the Whole Foods Case, CATO Institute, accessed 22nd Feb at  http://object.cato.org/sites/cato.org/files/serials/files/regulation/2008/2/v31n1-4.pdf 

MacKey, J; Robb, W, (2013). Letter to Stakeholders, accessed 22nd Feb 2014 at  http://www.wholefoodsmarket.com/sites/default/files/media/Global/Company%20Info/PDFs/WFM-2013-Letter-to-Stakeholders.pdf 

Meador, Don; Britton, Mike; Phillips, Paige; Howery, Andrew, (2007), Case Analysis -- Whole Foods Market, accessed 22nd Feb 2014 at  http://pnphillip.asp.radford.edu/whole%20Foods%20Case.pdf

Business
Outputs at Whole Foods Market

Organizational Level Outputs

Group Level Outputs

Individual Level Outputs

Is There Congruence?

Whole Foods Market is one of the preeminent organic food retailers in the U.S. The Nadler-Tushman Congruence Model provides an effective framework for The Excellence Consulting Group (XCG) to analyze the organization, and assess the outputs to determine how the performance of the firm stacks up against the goals. The Nadler-Tushman Congruence Model examines outputs by looking at three levels; the organizational, group, and individual level. Examining these outputs will also allow an examination of the overall congruence that is archived by the firm.

2.

Organizational Level Outputs

At an organizational level there are a number of outputs. As Whole Foods Market is a retailer of organic healthy food, the first and most apparent output is the sale of the firms' products to its customers. This is an output that is the primary purpose of the organization, achieved with the firm…...

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References

Facebook, (2014), accessed at www.facebook.com

Kotler, P; Armstrong, G; Harris LC; Piercy, N, (2013), Principles of Marketing, Pearson

MSN Money, (2014), While Food Market, accessed at  http://investing.money.msn.com/investments/stock-price/?symbol=WFM 

Ogden, Jane, (2012), Health Psychology: A Textbook: A Textbook, Open University Press

MSFT Skype
The Nadler Tushman Congruence Model is an organizational diagnostic tool that can help to provide insight into the underlying reasons why a company is or is not enjoying success. For Skype, this model is ideal for understanding the transactional aspects of the company, most particularly how Skype can be made to be profitable. It is important for Microsoft, if it is to keep the core Skype business going, that this business is profitable. The model focuses on inputs, throughputs and outputs. Right now, some outputs are healthy, such as market share and customer base, but other outputs such as revenues and profits could be improved upon. The model should help to deliver insight about potential ways to improve the lagging outputs. . Generally, the conclusion will be to find elements of the inputs and throughputs that are not congruent with the desired outputs.

The claim that arises from this research…...

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Works Cited:

Bright, P. (2011). Microsoft buys Skype for $8.5 billion. Why, exactly? Wired Magazine. Retrieved June 15, 2012 from  http://www.wired.com/business/2011/05/microsoft-buys-skype-2/ 

Falletta, S. (2008). Organizational diagnostic models: A review and synthesis. Leadership Sphere. In possession of the author.

Ricknas, M. (2008). Skype's new packages show VoIP becoming commodity. PC World. Retrieved June 15, 2012 from  http://www.pcworld.com/businesscenter/article/144877/skypes_new_packages_shows_voip_becoming_commodity.html 

Skype.com. (2012). About Skype. Skype.com. Retrieved June 15, 2012 fromhttp://about.skype.com/

Organizational Outputs -- Nadler-Tushman Congruence Model
Company Summary: Nutrisystem, Inc.

A supplier of weight management products and services, Nutrisystem was founded in 1972 and has headquarters in Horsham, Pennsylvania. Nutrisystem customers reside primarily in North America, but pre-packages products are sold through the Internet, by telephone, on QVC television shopping network. The company manufactures four specific weight management programs, including: Nutrisystem Women, Nutrisystem Men, Nutrisystem Select, Nutrisystem D. program which is a low glycemic program for people with type 2 diabetes; Nutrisystem Silver; Nutrisystem Flex which is a 28-day program; and Nutrisystem J. Diet, which is a 14-day program that is sold in Japan. In addition to the pre-packaged food programs, the company offers online tools and counseling to support weight management.

Company Outputs: Nutrisystem Inc.

The company's value proposition is: Well-positioned brand in a large addressable market with a proven and effective weight loss system.

Organizational outputs. Nutrisystem employs an e-commerce business model, and…...

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References

GlassDoor.com (2011). Retrieved  http://www.glassdoor.com/Reviews/Employee-Review-NutriSystem-RVW459657.htm 

Nadler, D.A. & Tushman, M.L. (1980) A model for diagnosing organizational behavior. Organizational Dynamics, 9(2), 35-51.

Nutrisystem, Inc. / DE / SEC Filing 10-Q (2011, May 5). Retrieved http://phx.corporate-ir.net/phoenix.zhtml?c=66836&p=irol-SECText&TEXT=aHR0cDovL2lyLmludC53ZXN0bGF3YnVzaW5lc3MuY29tL2RvY3VtZW50L3YxLzAwMDExOTMxMjUtMTEtMTI4NjQ1L3htbA%3d%3d#toc183743_1

Nutrisystem, Inc. (NTRI) Yahoo! Finance. (2011). Retrieved   / q/pr?s=NTRIhttp://finance.yahoo.com 

Sears
The Nadler Tushman Congruence Model "is based on the principle that performance is derived from four elements: tasks, people, structure and culture" (MindTools.com, 2011). The company's performance can be explained by analyzing these different elements of the organization. At Sears, the performance in recent years has been disappointing. Under heavy pressure from discounters like al-Mart and Target, warehouse stores like Costco and category killers like Home Depot and Lowe's, Sears has struggled to maintain its customer base. The company has seen its revenues and profits decline steadily over the past five years (MSN Moneycentral, 2011). The company's balance sheet, while not unhealthy, is also weakening, with debt becoming an increasingly high percentage of the firm's capital structure.

The Nadler Tushman Congruence Model implies that the reasons for this poor performance can be explained by the internal phenomenon at Sears. Essentially, if the work, strategy, people and structure are not congruent then…...

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Works Cited:

Anderson, G. (2006). More culture changes at Sears Holdings. Retail Wire. Retrieved October 20, 2011 from  http://www.retailwire.com/discussion/11358/more-culture-changes-at-sears-holdings 

MindTools.com (2011). Congruence model. MindTools. Retrieved October 20, 2011 from  http://www.mindtools.com/pages/article/newSTR_95.htm 

MSN Moneycentral: Sears Holding Corp. (2011). Retrieved October 20, 2011 from  http://moneycentral.msn.com/investor/invsub/results/statemnt.aspx?symbol=shld 

Sears Holdings 2010 Annual Report. In possession of the author.

The ways in which they manage their dealer network dictates in part the degree to which the company will achieve its objectives.
The final critical input group for Harley Davidson is resources. As Harley's demographic has aged, its consumers have become more demanding in terms of features and ease of maintenance. This has resulted in the development of a key resource - technology. Harley Davidson typically acquires technology rather than developing it. For example, they formed a joint venture with Porsche for expertise in engine emission compliance. This illustrates that although Harley Davidson's research and development program is focused on incremental improvements, other motorcycle manufacturers are driving the industry in terms of technological advancement, forcing Harley to keep up at least a little bit.

Therefore, developing such joint ventures and other partnerships is a means crucial for Harley to acquire needed innovation. Of all the most important inputs, technology is therefore…...

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Works Cited

Whitfield, Paul. (2008). Power of Brand could be Key for Harley Davidson. Investor's Business Daily. Retrieved December 17, 2008 at http://www.investors.com/editorial/IBDArticles.asp?artsec=35&issue=20081217

Falletta, Salvatore V. (2005). Organizational Diagnostic Models: A Review & Synthesis. Leadershipsphere.com. Retrieved December 17, 2008 at http://www.leadersphere.com/img/Orgmodels.pdf

Crowe, Paul. (2006). Harley Davidson and Changing Demographics. The Knee Slider. Retrieved December 17, 2008 at  http://thekneeslider.com/archives/2006/03/17/harley-davidson-and-changing-demographics/ 

Cooney, Joyceann. (2005). Why and How Harley Davidson has Maintained Consumer Brand Loyalty. License!. Retrieved December 17, 2008 at  http://www.licensemag.com/licensemag/data/articlestandard//licensemag/332005/174785/article.pdf

HP Palm Outputs
In the Nadler-Tushman Congruence Model, outputs comprise everything that derives from the organization's activities. Thus, there are many categories of outputs. These include financial outputs (revenue, costs, profit), operational outputs (products, efficiency), human resource outputs (wages, benefits, employee turnover) and market outputs (market share, stock price). The congruence model seeks to explain a firm's relative success by analyzing its output performance in the context of the organization's goals. hen the organization's inputs are aligned with its goals, it should be expected that the outputs would also be congruent with the goals. If the outputs are not congruent with the goals, the organization has not been successful, and at that point the inputs and throughputs need to be analyzed in order to determine where the organization failed. This paper will focus on the outputs at Palm, in particular those that are determined to be most important to the company's…...

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Works Cited:

Mindtools.com. (2011). Congruence model. MindTools.com. Retrieved April 17, 2011 from  http://www.mindtools.com/pages/article/newSTR_95.htm 

Ogg, E. (2010). HP: Palm buy not about smartphones. CNet. Retrieved April 17, 2011 from  http://news.cnet.com/8301-31021_3-20006674-260.html 

Palm 2009 Annual Report. Retrieved April 17, 2011 from http://apps.shareholder.com/sec/viewerContent.aspx?companyid=PALM&docid=6710915

Perez, S. (2011). Android becomes number one in U.S. smartphone market share. ReadWriteWeb. Retrieved April 17, 2011 from  http://www.readwriteweb.com/archives/Android_number_one_in_us_smartphone_market_share.php

JAKKS Pacific’s Strategy
JAKKS has largely been seeking to expand and further consolidate its position in the market via strategic acquisitions and offering of numerous classes of products that appeal to a wide client base. As a matter of fact, from the company’s internal analysis, one of its key strengths is the production and marketing of a wide array of products. This the company accomplishes via the numerous licensing agreements it has in place with well-known toy character trademarks. In essence, JAKKS Pacific “designs, produces, markets and distributes toys and related products, pet toys, consumables and related products, electronics and related products, kids indoor and outdoor furniture, and other consumer products” (Reuters, 2018). However, the company spends little on R&D efforts, unlike is the case with some of its key competitors such as Mattel. The differentiation strategy would not fit too well with JAKKS Pacific’s strategy as it calls for excellent…...

Nadler Tushman Inputs
Google has a young organizational history, but that is part of what shapes its culture. The Google website was launched in 1999, just 15 years ago. Since that point, the company has done nothing but grow rapidly, and the result has been impressive. Google has come to dominant Internet traffic, and advertising, to the point where traditional advertising media often struggle. Further, Google has become a leading innovator. It has large market shares with Chrome and Android, and many of its websites as well.

Google's youth is actually a strategic asset, a key input in the Nadler Tushman Congruence Model. First, its industry is one characterized by a rapid pace of innovation. To lead that Google has adopted a different culture and organizational structure that most other companies have done. It draws on its brief history of innovation to inspire the people working at the company, and its success…...

Nadler Tushman Outputs
In the Nadler-Tushman congruence model, there are three different levels of outputs. The first level is the financial, and on that measure Google has done very well. The company has increased its revenue and earnings substantially since its inception, such that it now earns $59.8 billion with net earnings of $12.9 billion. The Google balance sheet is freakish, with $58.7 billion in cash and equivalents. So the company literally has more money than it knows what to do with. This situation is actually not great for shareholders, as they get a fairly low return on capital. The stock is trading over $500. The book value of the equity is $87.3 billion and the company's market cap is $346.7 billion, which indicates that the shareholders are generally getting good value for their investment in Google. The earnings are so high that even at this valuation, Google is trading only…...

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References

Fortune. (2014). Best companies to work for 2014. Fortune Magazine Retrieved December 19, 2014 from  http://fortune.com/best-companies/ 

MSN Moneycentral (2014). Google. Retrieved December 19, 2014 from  http://www.msn.com/en-us/money/stockdetails?symbol=GOOG&ocid=qbeb