Almeria

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Introduction
• The Department has a duty to ensure that the organizations are not only operating
smoothly but also meeting the specific objectives. Each organization has the vision
and vision that they must, in order to grow, to commit to. All the efforts of the entire
workforce must be directed towards achieving these goals at all times. However,
meeting these goals is not an easy task, taking into account the fact that each
employee has a different behavior compared to the other. It is more difficult for the
management to understand the behavior of the group, which makes it worse when
dealing with the whole organization consisting of departments and branches (Nadler,
p30).
Almarai Limited
• 1. Models help to enhance our understanding of
organizational behavior.
• 2. Models help us to classify data in the organization.
• 3. Models help us interpret the data for the organization.
• 4. Models help to provide common language and short.
System components (ie,
production units)
• Individual task Official organizational arrangements Informal organization

• The basic and enabling task to be carried out by the company and its various parts The characteristics of
individuals in the company The different structures, methods and processes that have been formally created in
order to ensure the performance of all individuals for the emerging set tasks of arrangements including
structures,

• Outputs (eg, effectiveness and performance)

• Individual behavior

• And their impact group

• Function behavior system between groups

• (Ie, regulatory)
The concept of organizational
congruence
• Each pair of organizational inputs consists of a certain degree
of consistency, congruence, or "relevance" and is defined as an
extension or degree of all the objectives, demands, needs,
structures and objectives of one or a component of the
component corresponding to the needs, objectives, demands,
objectives and structures corresponding to the other
component. Matching, therefore, measures the compatibility of
couples. For example, in order to accomplish a certain task,
there are two components: the individual and the task at hand.
In order for the task to be satisfactorily carried out, the person
who does so must have the required expertise and skills. Job
Category Requires Efficiency In terms of knowledge in order
to drive efficiency and efficiency, the worker must be skillful
Individual / informal
organization
• Organization / work

• Mission / informal organization

• Organization / Organization Is there a common objective between FAO and the individual?

• How do individuals view the organization?

• Does the organization meet the needs of the individual? What?

• How does the task meet individual needs?

• Do these individuals have a range of competencies to meet the job requirements?

• Are the rewards, structures and objectives of the informal organization in conflict with that
official organization?
Matching hypothesis
• The aggregate model displays a high or low compatibility of the system.
States the premise as follows: "The other factors are held constant, and
the greater the degree of compatibility or congruence between the
components involved, the more efficient the organization will be - the
effectiveness indicating the degree of actual organizational output in the
group, individual and organizational levels." To be described as effective
The strategy should be in line with the needs of the environment by
focusing on the tastes and preferences of the society as well as the
problems it faces. Complete The challenge is how to get the best way to
manage it, but how to get the most effective ingredients out of the
components that lead to the best fits among all the other elements.For
managers of pastures to diagnose behavior effectively in the
organization, they first learn about the important aspects of the behavior
models They assess the seizures in the system and have already done so
for the entire organization
Analysis of organizational
problem
• The conditions facing organizations are constantly
changing, and therefore, managers must constantly engage
in problem identification and resolution. They must collect
data on organizational performance and compare it with the
required performance levels, identify the factors that lead to
those problems, and evaluate the action plans.
Step Explanation
• 1. Identify symptoms List all data that indicate problems

• 2. Identification of inputs Determine the nature of resources, environment and history

• Identify aspects of strategy

• 3. Identification of Outputs Determine the data that determines the nature of the output

• 4. Identify problems Identify differences between actual and desired outputs

• 5. Organizational description Description of the four components and their characteristics

• the ingredients

• 6. Matching Assessment Draw an analysis of the components

• 7. Identify and associate shifts with corresponding problems

Types of organizational
solution
• This involves intervention and addressing organizational
problems. The solution to these problems is the driving
force, therefore, the matching model is the best way to
solve. If implemented correctly, the matching model will
help managers resolve the administrative issues you are
facing. Each problem is dealt with independently because
the solution is determined by factors such as
environment, culture, government regulations, employee
preferences, preferences, corporate objectives, and
company size
Conclusion
• Fidelity Company Limited is a living example of how to use the
Nadler & Tushman model as a vital tool for managing the
organization's workforce. It addresses challenges and how to
overcome them, but its great strength lies in the ability of
management to assess the effects of its decisions long before they
begin. In this way, informed decisions are made, which ultimately
contribute to the company's goals. However, extreme caution must be
exercised to avoid reading the model theoretically and not practically.
The effectiveness of the model lies in its practical application as
opposed to simply knowing how it works. Organizations should
therefore devote their resources to training workers to ensure that all
staff travel in the same direction. It is the responsibility of the Human
Resources Section to ensure compliance, particularly at low levels of
management and in sub-units
Reference
• Nadler, David A, and Michael L. Tushman. “A Model for Diagnosing
Organizational Behavior.”
• Organizational Dynamics. 9.2 (1980): 35-51. Print.
• Nadler, David, Michael Tushman, and Mark B. Nadler. Competing by
Design: The Power of
• Organizational Architecture. New York: Oxford University Press, 1997.
Print.
• Nadler, David, and Michael Tushman. Strategic Organization Design:
Concepts, Tools &
• Processes. Glenview, Ill: Scott, Foresman, 1988. Print.
• Tushman, Michael. Organizational Change: An Exploratory Study and
Case History. Ithaca:
•