Case Study Nadler Tushman Congruence Model

NYC Medicaid Program:

This case study will look at the connections and the factors that surrounded the organizational transformation within NYC Medicaid program. I’ll be using the Nadler-Tushman Congruence Model to outline and evaluate the changes the program implemented to improve its strategic processes. Today’s business market and the fiscal constraints our nation is undergoing have placed hyper-competitive demands on organizations throughout the US. Additional demands have forced organizational leaders to incorporate change from a higher strategic level down to the operational tasks. Most organizations are becoming extremely lean in their operational strategies and as a result have reduced costs and its work force.

In the case of the NYC Medicaid transformation, state

The model takes a different approach to looking at the factors influencing the success of the change process. It aims to help us understand the dynamics of what happens in an organization when we try to change it. ("Nadler and Tushman, congruence model: political, organism - Project Management," 2011)

In this case, the model can be used to determine if the New York Medicaid program is functioning as it should and establishing the factors that can be utilized to improve processes. The Nadler-Tushman Congruence Model is based on the principle that the organization’s performance is derived from the four elements which are tasks/work, people, formal organization (structure), and informal organization (culture). The higher the congruence or compatibility with these elements then greater the output or performance of the organization will be.

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