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Palm Inc.’s Organizational Behavior Diagnostics


The objective of these studies is focused on output diagnosis. It means using the diagnostic organizational level analysis. It includes an assessment of the organizational performance and a suggestion of the fundamental cause of problems. Diagnosis is an orderly approach to consider and relate the present state of the organization. In this study, focusing the Nadler, D.A. & Tushman, M.L. (1980) a model for diagnosing organizational behavior is presented. This model provides how Palm Inc, has been doing in terms of its performance, how it stacks up against its goals. We need to do this at 3 levels on the overall organizational level, groups level, and individual level.

Outputs Diagnosis and organizational levels

The term organization outputs mean what the organization produces, how it performs, and how effective it is. There are several key elements in the organizational output, which are different levels of output, the contribution of organizational performance, and the functioning of individual organization members. At the organizational level, there are three factors that must be kept in mind when evaluating organizational performance that is goal attainment, resource utilization, and adaptivity. The functioning of groups contributes to these organizational-level outputs. The organizational output is also influenced by individual behavior and convinced individual-level outputs. The organization and its component part are the basic means for transforming power in order from inputs to outputs. “The organizational component provides the means for identifying the organizational unit responsible for a transaction. The organizational component is necessary to identify costs in relation to the organizational units responsible for them and the management structure within those organizational units” (Eckstrom, 2010, para.1).

Organizations’ four components which are

  • The task.
  • The individuals.
  • The formal organizational arrangements.
  • The formal organization.

The first component is the organization task. It means the basic work to be done by organization and its subunits. The strain is on the specific work measures or functions that need to be done and their intrinsic personality. It includes a description of the basic work flows and functions with consciousness to the characteristics of those work flows. Since it’s assumed that a primary reason for the organization’s existence is to perform the task consistent with strategy, the task is the starting point for the analysis. The second component of organization involves the individuals who do organizational tasks. This part involves identifying the nature and characteristics of the organization’s employees. Third part is the formal organizational arrangements; these include the variety of structures, processes, methods, procedures, and so forth that are clearly and formally developed to get persons to perform tasks reliable with managerial plan. The final component is the informal organization. In spite of the set of formal organizational planning that exists in any organization, another set of planning tends to develop over a period of time. These arrangements are usually understood and unwritten, but they pressure a good transaction of behavior.

The organization congruence means a measure of how well pairs of components fit together. Consider for example, two components that are task and the individual. In this case, the task presents some demands on individuals who would perform it and the individuals available to tasks have certain characteristics. The basic active of congruence sees the organization as most successful when its pieces are joined well. This view expands to contain the fit among the organization and its larger surroundings and when the managerial components are congruent with the tasks essential to implement that strategy.

Each congruence relationship in the model has its own specific characteristics. The organization, displays a relatively high or low degree of system congruence. The basic hypothesis of the model is helping to build the total state of congruence. “The answer lies in understanding the key causes or drivers of performance and the relationship between them. It’s a powerful tool for finding out what’s going wrong with a team or organization, and for thinking about how you can fix it” (The congruence model, 2010, para.3).

The process of diagnosing fits and identifies the combination of components to produce congruence it’s not necessarily intuitive. The diagnosis fit is something that can be defined, measured, and even quantified. The implication is that the manager who wants to diagnose behavior must become familiar with critical aspect of significant to organizational behavior models. In a large environment the organization is most effective when its strategy is consistent with its environment and when the organizational components are congruent with the tasks necessary to implement that strategy. Experience with using the congruence model for organizations for problem analysis in actual organizational setting has led to the development of an approach that’s based on these generic problem solving processes. There are different steps included in the analysis process, they are

  1. Identify symptoms: Symptomatic data will help to identify the problem easily and it will help to know which area should concentrate more in problem solving process.
  2. Specify Inputs: After identifying the symptoms it should analyze the data which includes identifying the overall strategy of the organization. That is the core mission, supporting strategies, and objectives.
  3. Identify output: These steps include two elements (a) Defining the strategy that reveals what the organization actually wants to achieve in terms of output or performance indicators (b) Collecting the data that indicate the type of output the organization is actually achieving.
  4. Identify problems: Significant difference between planned output and actual output based on identified symptoms. The data can’t tell us what the cause for the problems is. So it has to identify the causes of the problem in the collected data.
  5. Describe organizational components: In this step it describes the component of the organization and its critical features.
  6. Assess congruence: This is the implementation of the process according to the collected data those we done in the fifth step and assessing the positive side and negative side.
  7. Generate hypothesis about problem causes: here the output problems that have been identified as the patterns of congruence and incongruence that appear to cause the patterns of problems are determined.
  8. Identify the action steps: This is the final step through which it can take positive result.

“The model draws on the socio technical view of organizations that looks at managerial, strategic, technical and social aspects of organizations, emphasizing the assumption that everything relies on everything else. Therefore, higher the congruence then higher the performance” (Nadler and Tushman, congruence model: Political, organism, n.d, para.4).


The congruence model is the tool for structuring and dealing of complex reality of organization. This model says to think differently about the organization. It concentrates how changes could effectively implement in an organization. It provides guidance and direction towards the development and more integrated perspective on the processes of organizational change. The model helps to identify the key words to define the success of an organization.

Reference List

Eckstrom, R. (2010). Classification structure: organizational components. Comptroller General: South Carolina. Web.

Nadler and Tushman, congruence model: Political, organism, (n.d.). Knowledge management. Web.

The congruence model. (2010). Mind Tools.


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