In my opinion, the Nadler-Tushman Congruence Model is particularly strong in terms of Inputs. Therefore, for this part of the case, I would like you to analyze PetMeds’ key inputs.

Start by reading the article by Nadler and Tushman in the section down below (below the dashed line). This will tell you how to go about completing such an analysis. The description in the module one Falletta reading will not be enough and lead to a shallow analysis.

Remember that inputs include:

Environment

Resources

Organizational history

Strategy

You will not be able to identify all of the inputs in such a short paper, but try to

First identify PetMeds’ most critical inputs in each of the first three categories and justify WHY they are critical.
Consider how they impact the organization and any problems associated with insuring their availability.
Explain what effect the inputs from one category have on inputs from the other categories.
Then discuss the organization’s strategy and classify it according to Porter’s three generic strategies. How well does this strategy fit with the environmental, resource and historical inputs you identified?
Probably the most critical part of this paper is the final question. Be sure to give this serious consideration. You must support your analysis with objective evidence. Sources of information for the entire project may include interviews, organizational documents and reports, articles in newspapers and trade publications, and personal knowledge (though you should corroborate this when possible.) Be sure to cite your sources and provide a bibliography for each module’s case.

TIP: The “Optional Material” provided below contains several journal articles that take an open systems view of organizational analysis. If you want to get a “feel” for what comes out of this type of analysis, feel free to check some of them out.

I need help in writing up my case in a 4-5 page paper and submit it by the end of the module

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The background reading for this module focuses on one of the diagnostic models you were exposed to in Module One. We will be looking at 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.
According to the authors, “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 organizational levels are similar to expected outputs, as specified by strategy” (p.45).
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. For instructions and passwords to access the TUI and Touro College library, see “Ongoing Useful Resources” near the bottom of this page.
Read:
Nadler, D.A. & Tushman, M.L. (1980) A model for diagnosing organizational behavior. Organizational Dynamics, 9 (2), 35-51. Available in the Business Source Complete database in the Touro College Library System. OR Click Here to Download
Once again, a small sample of internet materials that may help you throughout the course can be accessed by clicking here. This can serve as a compliment to previous course materials. You are encouraged to supplement this list if you need additional refreshers.
Optional Material for Case
All of these articles are available through the Touro College Library system. The specific databases are indicated following “Source”.
Wiley, Angela R.; Thomas, R. Elizabeth; Stewart, Eric; McCoy, Jon; Kloos, Bret; Hunt, Gladys D.; Moore, Thom; Rappaport, Julian; Good, Trudy L. (1997). Bridging the Gap Between Schools and Community: Organizing for Family Involvement in a Low-Income Neighborhood. Journal of Educational & Psychological Consultation, Vol.8, Iss.3; p.277
Source: Psychology and Behavioral Sciences Collection
Ziaul Huq; Thomas N Martin. (2000) Workforce cultural factors in TQM/CQI implementation in hospitals. Health Care Management Review, Vol.25, Iss.3; p.80-93
Source: ABI/INFORM Trade & Industry
Miriam Heller; Eric W Von Sacken; Richard L Gerstberger. (1999) Water utilities as integrated businesses. American Water Works Association Journal, Vol.91, Iss.11; p.72
Source: ABI/INFORM Trade & Industry
Rob McLuhan. (2005) Closing the channel loop. Marketing Direct, p.S11-S12,S14-S15
Source: ABI/INFORM Trade & Industry
Marc H Meyer; Mark Anzani; George Walsh. (2005) Innovation and enterprise growth. Research Technology Management, Vol.48, Iss.4; p.34-44
Source: ABI/INFORM Global
Sock H Chung; Terry Anthony Byrd; Bruce R Lewis; F Nelson Ford. (2005) An Empirical Study of the Relationships Between IT Infrastructure Flexibility, Mass Customization, and Business Performance. Database for Advances in Information Systems, Vol.36, Iss.3; p.26-44
Source: ABI/INFORM Global