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XCG THE EXCELLENT CONSULTING GROUP COMMUNICATION FROM ART: I reviewed your report regarding Organizational Diagnosis and thought you did a nice job. I presented your recommendation to HP and Palm and had several discussions with them. They finally decided they want to use the Nadler-Tushman Congruence Model to analyze the overall congruence in the company - they like the Input and Output analysis that this model provides. First, the execs are interested in the Inputs, including the Strategy. They are interested in getting an objective opinion of what their critical inputs are and how they align with their strategy. So I suggest that you brush up more on the Congruence model, particularly for this assignment on inputs. For the analysis, I suggest that you start with strategy, since you have already done some work on this aspect in your first report. Review Palm's strategy and then determine which one of Porter's competitive strategies fits with this strategy. Then review the company's inputs and determine one or two specific critical inputs from each input category: environment, resources, and history. Ultimately, I want you to determine how aligned the critical inputs are with the strategy. Is there high congruence (alignment), some congruence, or little to no congruence? I expect you to support your claim with a good, logical argument using the information you have collected. Case Expectations: In order to make this case, you first need to review the strategy and then classify it as one of Porter's competitive strategies. Then identify the Key Input factors in the first three categories. Explain why these are the critical input factors. Then determine how congruent the three input factors are with the strategy. First discuss the organization's strategy and classify it according to Porter's three generic competitive strategies. Then identify the most critical inputs in each of the first three categories and justify WHY they are critical. Also explain what effect the inputs from one category have on inputs from the other categories. How well does the strategy fit with the environmental, resource and historical inputs you identified? Make a Case for your propostion as to how the Key Inputs support (are congruent with) the Strategy. Specifically make a claim: "The inputs at Palm, Inc., consisting of Organizational Environment factors, Internal Resource factors, and Historical Tradition factors are, [highly, partially, or minimally] congruent with the company?s strategy." 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. Be sure to cite your sources and provide a list of references.,Thank you in advance for your help.,I am asking for assistance with Case 3. OVERVIEW OF CASES The five cases in this course include the following analysis efforts: Case 1 - Strategic Review of Palm, Inc. Case 2 - An analysis of Organizational Diagnosis and a determination of which to use for diagnosing Palm, Inc. Case 3 - Diagnosing the Inputs and fit with the Strategy of Palm, Inc. Case 4 - Diagnosing the Ouputs and Performance of Palm, Inc. Case 5 - Analyzing critical feedback loops and the opportunity for organizational learning at Palm, Inc. GENERAL CASE SCENARIO: Palm, Inc. was recently acquired by HP and HP has hired the Excellent Consulting Group for assistance. You will assume the role of a Consultant for the Excellent Consulting Group. You will need to analyze the Palm, Inc. and prepare reports for your boss, S.M. Art Epance, who is the Senior Project Manager for Excellent. HP has decided they need an outside review of Palm, Inc. to help them determine how to proceed with integrating it into HP. S.M. Art Epance (we will call him Art) is expected to provide a final report to HP's VP of Corporate Development, Mary Q. Contrair. Art is tasking you with doing the bulk of the analytical work and writing reports with your with your analysis, results and recommendations. You have been recently promoted to Senior Project Analyst, and you are eager to show your new boss and the other top managers at Excellent that you can get the job done for them. Success on this major project will put a major feather in your cap and a big line item on your resume. You are out to prove your worth. CASE 3 KNOWLEDGE REQUIREMENTS (READINGS) Read: Nadler, D.A. & Tushman, M.L. (1980) A model for diagnosing organizational behavior. Organizational Dynamics, 9 (2), 35-51. Click Here to Download For Case 3, you should focus on the Inputs aspect of this model. Read pages 35 to the top of 43. You can stop at the Outputs section. 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, "Our congruence model of organizational behavior is based on how well componenets 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 see that there are four input categories: Environment (factors external to the organization) Resources (factors internal to the organization) Organizational history (Persistent Traditiona) Strategy (goals, objectives and strategic initiatives) Optional Material for Case What follows is a sampling of six articles that approach organizational analysis and/or diagnosis from an open systems perspective. They demonstrate that the principles of open systems apply to a wide variety of organizational concerns - from community development efforts to supply chains. 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 I hope that this information helps.,I am unable to see if you are receiving the PDF File. Pleae let me know if you have or not. I am sending it again.,Is the wrong assignment attached? I am not sure why this paper is referencing Nike? It should be about the HP and Palm.


Paper#12216 | Written in 18-Jul-2015

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