cameron and green making-sense-of-change-management

The underpinning theoryInformalorganizationINPUTStrategyResourcesEnvironmentWorkFormalorganizationOUTPUTIndividual, team andorganizationalperformancePeopleManaging change – transformation processFigure 3.5 Nadler and Tushman's congruence modelSource: Nadler and Tushman (1997). Copyright © Oxford University Press.Use by permission of Oxford University Press, Inc.In this model of the transformation process, the organization is composedof four components, or sub-systems, which are all dependent on eachother. These are:• The work. This is the actual day-to-day activities carried out by individuals.Process design, pressures on the individual and availablerewards must all be considered under this element.• The people. This is about the skills and characteristics of the peoplewho work in an organization. What are their expectations, what aretheir backgrounds?• The formal organization. This refers to the structure, systems andpolicies in place. How are things formally organized?• The informal organization. This consists of all the unplanned,unwritten activities that emerge over time such as power, influence,values and norms.120