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QuestionBUS599 – MBA Integrative Project

QuestionBUS599 – MBA Integrative Project

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BUS599 – MBA Integrative Project

Module 3 – Background

Case: Inputs Diagnosis, SLP: Time Warp 2

Background Reading for Case 3

The background reading for the Case in this module focuses on the Nadler-Tushman Congruence Model. You will be using this model to complete the case.

David Nadler is the founder and CEO of Mercer Delta Consulting Group. An internationally recognized expert in organizational change, Nadler has written seven books and numerous articles for practicing managers. Michael Tushman is a Full Professor at the Harvard Business School. He has written or edited eight books and is widely published in academic and practitioner journals.

Required reading:

Nadler, D. A. & Tushman, M. L. (1980) A Model for Diagnosing Organizational Behavior.Organizational Dynamics, 9 (2), 35-51. Retrieved on November 7, 2012 from EBSCO.

According to the authors, “Our congruence model of organizational behavior is based on how well components fit together – that is the congruence among components; the effectiveness of this model is based on the quality of these ‘fits’ or ‘congruence.’ (p.39).

From the reading, you will note that there are four input categories. They are as follows:

1. Environment (factors external to the organization);

2. Resources (factors internal to the organization);

3. Organizational history (Persistent Traditions); and

4. Strategy (goals, objectives and strategic initiatives) .

If the link to the article does not work, it is probably because your computer does not allow “cookies” which would let you connect directly to the library. In such a case, you will need to connect manually to the appropriate database.

Optional Reading for the Case:

The following is an interesting, updated, and highly recommended peer-reviewed journal article relating to organizational diagnosis. Following is the Abstract:

Abstract:

Using an operational framework, thediagnostic funnel is introduced, which prescribes the appropriate actions of a process consultant in conducting anorganizational diagnosis. Thediagnostic funnel comprises the four actions of (a) selecting a generaldiagnosticmodel, (b) collecting data that minimizes bias, (c) analyzing the data to reduce the likelihood of error, and (d) deriving a unique diagnostic paradigm, specific to the organization under study. It is argued that the actions described by thediagnostic funnel will result in a diagnosis that achieves a high level of scientific rigor. To provide a detailed description of thediagnostic funnel, a case example of anorganizational diagnosis is presented.

Gregory, B. T., Armenakis, A. A., Moates, K., Albritton, M., & Harris, S. G. (2007). Achieving Scientific Rigor in Organizational Diagnosis: An Application of the Diagnostic Funnel.Consulting Psychology Journal: Practice & Research,59(2), 79-90. Retrieved on November 7, 2012 from EBSCO.

There are no reading assignments for the SLP

However, if you need a refresher on various theories (product life cycle, pricing, price elasticity, market saturation, product development, etc.) there are a multitude on the Internet.

Optional Review Materials

Once again, a small sample of Internet materials that may help you throughout the course can be accessed at http://www.investopedia.com/university/ratios/#axzz2JNe7QCr3 and http://www.sveiby.com/articles/IntangibleMethods.htm . This can serve as a complement to previous course materials. You are encouraged to supplement this list if you need additional refreshers.

BUS599 – MBA Integrative Project

Module 3 – SLP

Case: Inputs Diagnosis, SLP: Time Warp 2

BACKGROUND

In Module 3, you will continue with the scenario and simulation you worked on in the Module 1 and Module 2 SLPs.

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