Whole Food Nadler-Tushmand CA Mod4

Topics: Organic food, Whole Foods Market, Output Pages: 6 (1758 words) Published: August 19, 2014
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 performance of the system. (Mercer, 2003) The Nadler-Tushman Congruence Model separates outputs into three main categories: the total system, units within the system, and individuals. The total system includes the goods and services produced; as well as revenues, profits, job creation, shareholder return, community impact, and service outcomes. The units within the system include different divisional outputs such as department and team performance. Lastly, individual outputs include behaviors, activities, and an individual’s performances. Each category of outputs within the model is applicable to the Whole Food organization. The company must ensure that it has a keen eye both sales and customer experiences; but, also on internal departments and individual employee performance. Company Identifies Groups

As a part of the grocery industry, Whole Foods identifies and creates groups based on internal practices/processes. Examples of this would be store managers, department supervisors, and employees. Each would be grouped according to their duties, job descriptions, and/or/ responsibilities within the establishment. The organizations shareholders could be considered within a group because this element keeps the companies outputs in their forefront.

The output from each group is vital to the organizations success/failure. Store managers are responsible for the overall daily activities/functions; their interaction with customers can have either positive or negative effect on their consumer experience. This can be further viewed from an employee standpoint. Those employees that work as frontend personnel/cashiers can have the same positive or negative effect on the customer’s overall experience.

It should be the company’s goal to create an inviting environment one that engages the client and makes them feel welcome, a mindset of, take your time, and look around. It should not be an environment whereas the customer is unwelcome, a bother, or feels the...

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
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