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module bus 599 case #3 (Essay Sample)

Instructions:
The same person that did my Module 1 case, module 2 case should do this module 3 case as well because its a continuation. Module 3 - Background Case Background Reading for Case 3. In this module for Case 3, we continue with the Nadler-Tushman Congruence Model to assess an organization's outputs. Nadler and Tushman identify outputs as existing at the individual, group, and organizational level. They also emphasize the importance of identifying the outputs that the organization desires vs. what is actually achieved. 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. For Case 3, you should focus on the Outputs aspect of this model. Read pages 43 to 51. BACKGROUND Outputs are not complicated to understand. At the Organization level, they are the products and services that are provided to customers. (It can also be the value provided to owners, but we are not going to consider this here.) The primary way that a company measures its performance is financially: Sales, Profit, Return on Sales (ROS), Return on Assets; and also via market share. The organization is made up of various groups. One way to look at groups is by functional area: marketing, operations, purchasing, etc. Another way, if the company is large, is by its various divisions or by its product groupings. Here it becomes a little more complicated to measure performance, but it is possible by defining the goals and objectives of each group. The bottom level of the organization is the individual. Each person has a job description and is responsible for specific outputs for that job. The main method of performance measurement here is individual productivity: Outputs / Inputs. e.g. widgets / hour, or reports / day. This is more difficult to quantify and for a specific company is difficult to obtain, since this data is not generally reported. Sometimes you can infer some individual measures, for example, by dividing Profit by the number of total employees, to get a measure of overall profitability per person. Research your company and find the relevant data for this assignment in terms of its outputs. One good source of information here is the Annual Report or the annual 10k report. But you may have to take some time to sift through these. REQUIRED READING: Nadler, D.A. & Tushman, M.L. (1980) A model for diagnosing organizational behavior. Organizational Dynamics, 9(2), 35-51. For Case 3, you should focus on the Outputs aspect of this model. Read pages 43 to 51. CASE 3 ASSIGNMENT: Make a Case for one of the following possible statements about your organization: The interaction of the outputs at XYZ [the chosen company] from the three different levels of the organization, interact to generate [high, medium, or low] performance of the overall organization [choose one of the three possible performances.] Using the Nadler-Tushman Congruence Model, conduct an analysis of the chosen company's outputs. Remember that outputs exist at the individual, group and organizational levels and that there are often differences between the output goals an organization specifies in its strategic plans and those that are actually achieved. Be sure to include references. Turn in the 5 page paper by the end of the module. KEYS TO THE ASSIGNMENT: Case Expectations: First you need to identify the outputs of the organization at each of three levels. Also identify the goals that it has set and its current performance. Include the following: Outputs at the organizational level are the products and/or services that it provides to its customers. What are these and how does the company categorize them? How does it measure its organizational performance (e.g., sales, net profit, return on sales, return on assets, market share, customer satisfaction, etc.) Provide some specific performance data. What are some ways the company identifies groups? For example, are there geographic groups (or divisions), functional groups, etc. What are the outputs of these groups? How does it (or how might it) measure performance of these groups? What are some of the key individual functions, and what are their outputs? How do these outputs contribute to the group outputs? How do they measure individual performance? Evaluate how the outputs at the different levels interact with each other. Determine if you think the overall performance of the company is high, medium, or low. Then choose your proposition and Make a Case. ASSIGNMENT EXPECTATIONS Your paper will be evaluated on the following seven (7) points: Precision - Does the paper address the question(s) or task(s)? Breadth - Is the full breadth of the subject, i.e., all the keys to the assignment, addressed? Depth - Does the paper address all elements of the topic in sufficient depth? Does it include and apply the background readings and other background resources? Are they included as references? Critical thinking – Are the concepts of this module applied accurately, logically, and relevantly? Organization - Is the paper organized in a coherent and systematic manner? Are headings included in all papers greater than 2 pages? Clarity - Is the writing clear and the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of response to the questions, or are thoughts conveyed through excessive use of quotations? Referencing (citations and references) - Does the paper use citations and quotation marks where appropriate? Are all references listed in the bibliography used and referred to via citation? TIPS AND SUGGESTIONS You may use a simple diagram to highlight important factors. However, do not use the diagram in lieu of valuable analysis (or to take up valuable writing space) - it should be in addition to your paper of 5 pages of analysis. Just because you have written the minimum four pages does not mean that you have adequately covered the topic. Err on the side of writing more rather than less. Choose the data you use carefully. Is it relevant and important? Include a cover page and reference page, in addition to the 5 pages of analysis described above. Include headings within the paper Cite AND reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than 5 words, and citations for that information which you have "borrowed" or paraphrased from other sources. source..
Content:
MODULE BUS 599 CASE 3 Name: Course: Professor Name: (February 21, 2012) Module Bus 599 Case 3 Introduction The output of the organization is responsible for the growth and development of the business. The measures of performance such as profits, sales, return on assets, return on sales, and the market share are good indicators of growth. The output needs to be critically evaluated by the management to ensure that it meets the minimum requirements of the market (Nadler, et al. 1980). There are different levels of output i.e. individual, group and organization and each of these levels must be well evaluated. Effective companies such as Industrial Services of America, Inc have efficiently managed outputs to enhance performance. At the organizational level there is need to specialize in every part of production, in this regard management is done through groups, divisions or functional areas (Grove, 1995). Groups such as operations, marketing, purchasing and finance ensure that there is efficiency and effectiveness in the output. This paper looks at organizational output and how organizations can be able to maximize their profits; it focuses on Nadler & Tushman (1980) article “A model for diagnosing organizational behavior”. The organization chosen is the Industrial Services of America, Inc which is analyzed for its output efficiency and effectiveness. Industrial Services of America, Inc The Industrial Services of America, Inc was established in 1954 and has been dealing with the scrap metal recycling industry. The mission for the company is "At ISA we strive to provide quality service and products, and take pride in every pound" (Industrial Services of America Inc, 2012). In its many years of operation, there have been many achievements despite the challenges in the industry, this include, being the first waste and recycling company to be publicly traded in the U.S. it has dominated both the local and international markets hence enjoys a large market share and a global presence. It has four divisions i.e. the recycling, alloys, logistics and WESSCO and it has an annual production of 250,000 tons of ferrous, 18,000 non-ferrous and 100,000 tons of stainless steel. To produce such as huge output there is need for efficiency and effectiveness in terms of strategy. Output According to Nadler & Tushman (1980), “outputs are what the organization produces, how it performs, and how effective it is”. The organization performance on the output produced is measured through the attainment of goals set, the utilization of resources and the adaptability to the environment. Having defined the inputs and outputs the organization must focus on the transformation process which involves implementing a great strategy so as to attain effectiveness in performance. The output for the organization is categorized into performance, attitude, and behavior (Reddin & Reddin 1988). For performance there is quality, costs and productivity; for attitude, there is satisfaction, trust, morale, and intention to leave; for behavior there is turnover, citizenship and absenteeism. The firm therefore focuses on the task, individual, formal organization plans and the informal firm plans. Through integrating all these components the output will be clearly defined; this is done through congruence (Cohen & Bailey 1997; Kahneman & Tversky 2000...
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