Whole Food Nadler-Tushmand CA Mod4
The inputs and outputs within an organization are extremely important when determining if their strategic goals and desired outcomes are being or will be achieved. This paper will continue to examine Whole Foods through the Nadler-Tushman Congruence Model; zeroing in on performance as it relates to organization goals and outcomes based on the congruency of it outputs across the models three levels.
Whole Foods continues with the Nadler-Tushman Congruence Model this time examining organizational outputs. In addition, the following will discuss the way in which the company identifies its groups, individual functions, and the interactions among different organizational outputs.
Organizational Level ~ Outputs Outputs vary by company and are contingent to the structure within the organization, its objectives, and the nature of its business. Whole Foods is extremely focused on providing the highest quality products, and a unique customer shopping experience; this is in contrast to that of many of its competitors.
Whole Foods presents an inviting atmosphere to its customers and strives to achieve its vision to “satisfy, delight, and nourish” their customers. Each Whole Foods store offers a wide variety of brand-name and store-brand products, to include produce, gelato and coffee bar, fresh bakery, and deli offerings. Whole Foods also extends the total customer experience with more specialized services such as cooking classes.
(Whole Foods, 2014) Caring for is a service is something that goes beyond the four walls of an average grocery store. Whole Foods works individually directly within its own community and strives to service and meet the needs of the local environment. Community giving exceeds five percent (5%) of total net profit each year. Success of any organization is determined by whether-or-not the company’s objectives have been met. “The ultimate purpose of the enterprise is to produce output-the pattern of activities, behavior, and
Whole Foods continues with the Nadler-Tushman Congruence Model this time examining organizational outputs. In addition, the following will discuss the way in which the company identifies its groups, individual functions, and the interactions among different organizational outputs.
Organizational Level ~ Outputs Outputs vary by company and are contingent to the structure within the organization, its objectives, and the nature of its business. Whole Foods is extremely focused on providing the highest quality products, and a unique customer shopping experience; this is in contrast to that of many of its competitors.
Whole Foods presents an inviting atmosphere to its customers and strives to achieve its vision to “satisfy, delight, and nourish” their customers. Each Whole Foods store offers a wide variety of brand-name and store-brand products, to include produce, gelato and coffee bar, fresh bakery, and deli offerings. Whole Foods also extends the total customer experience with more specialized services such as cooking classes.
(Whole Foods, 2014) Caring for is a service is something that goes beyond the four walls of an average grocery store. Whole Foods works individually directly within its own community and strives to service and meet the needs of the local environment. Community giving exceeds five percent (5%) of total net profit each year. Success of any organization is determined by whether-or-not the company’s objectives have been met. “The ultimate purpose of the enterprise is to produce output-the pattern of activities, behavior, and
References: “The Congruence Model: A Roadmap for Understanding Organizational Performance”. (2003). Mercer Delta Consulting. Retrieved from http://ldt.stanford.edu/~gwarman/Files/Congruence_Model.pdf Mission and Values. (2014). Whole Foods. Retrieved August 4, 2014 from http://www.wholefoodsmarket.com/mission-values Nadler, D.A. & Tushman, M.L. (1980) A Model for Diagnosing Organizational Behavior Organizational Dynamics, 9 (2), 35-51. Retrieved July 27, 2014 from EBSCO Porter’s Generic Strategies. Mind Tools. Retrieved July 28, 2014, from http://www.mindtools.com/pages/article/newSTR_82.htm