Outputs of Nadler-Tushman Model - Research Paper Example

?Outputs of Nadler-Tushman Model Task: Outputs of Nadler-Tushman Model Introduction Various OD models apply input and output concepts, in an attempt to assess the challenges facing an organization. The input-output concept also aids significantly in mitigating these challenges. Besides, Nadler-Tushman Model employs the Input-Output concepts, in order to solve various challenges that organizations face. It is evident that the model views various organizations as open systems, capable and susceptible to change. Besides, it is also clear that the organization’s behavior occurs in three phases. These include the individual, group and systems phase. Additionally, the congruence model highlights the way in which the firm implements change, whereby inputs, as well as the environment, resources and a firm’s history transforms to outputs. Outputs entail the activities, behavior and performance at the personality, group and system levels. Therefore, this manuscript will look into various outputs of organizations, and the ways in which they interact cohesively, in an endeavor to realize the firms’ set objectives. Nadler-Tushman Outputs Various organizations base their success on the level of goal attainment. This is usually through assessing the value of production that the firm has managed to accomplish, through the interaction of the various output components (Burke, 2010). Besides, it is critical to evaluate the effectiveness of the firm in attaining its set objectives, in order to ascertain whether to implement change or not. It is also critical for a firm to utilize resources efficiently, and sequentially achieve its set objectives (Burke, 2010). Outputs classification The outputs of an organization fall under three key categories. These include the individual, group and organizational stages (Burke, 2010). Nadler-Tushman’s theory highlights the process in which various firms acquire and utilize inputs into various outputs (Burke, 2010). This is usually through a transformation process that serves as an intermediary between inputs and outputs. Besides, the outputs may also fall under the classifications of the work, the people, and the official and informal organizations. In addition, various firms may measure their output, and assess whether the firm is performing and achieving its set goals (Burke, 2010). As such, the firm knows its economic position and makes resolutions whether to implement change in various non-performing departments. Outputs may also pertain to the mode in which a firm creates products and services, and the efficiency of a firm’s productivity, in their endeavor to accrue revenue. According to Nadler and Tushman, all inputs ought to be applied cohesively, in order for them to change into outputs. Effects of Outputs on Firms’ Efficacy Various factors may affect the output of an organization at the individual level. These may include the non-commitment of various individuals within the firm. For example, some individuals may feel unmotivated, and thereby behave in a way that drastically affects the performance and effectiveness of a firm (Burke, 2010). This is usually through tardiness, non-attendance, among others that lead to low production output of the firm (Stonehouse & Campbell, 2004). As a result, firms ought to mull over ways that inspire workers, in an attempt to boost their ultimate performance. Besides, some non-performing employees ought to be laid aside, whereas the performing employees ought to receive recognition, in order to enhance their efficiency and productivity. Besides, interactions among diverse groups within a firm have a significant effect on the firm’s objective attainment (Stonehouse & Campbell, 2004). Various firms have experienced intergroup conflicts that have led to severe losses within the organizations (Burke, 2010). This might have resulted from uneven distribution of resources within the firm, and failure of management to recognize the performing departments within the organization. Additionally, ineffective communication within diverse groups may serve as a hindrance at the aptitude and competence of the firms. Thereby, the management has a responsibility to make certain that various groups or departments have proper interaction and work cohesively (Burke, 2010). Besides, the board should promote apposite communication among these groups, in a bid to promote their ultimate performance. Besides, it is imperative to recognize the performing groups, while encouraging the non-performing groups in order boost their propensity towards the firm’s optimal profitability. In addition, the institute en bloc may have consequences on its effectiveness. The entire structure functioning may affect the realization of the desired production aspirations, and thereby affect it profitability. This may be through diverse investment decisions, deployment of the offered resources and the flexibility to the exterior environment’s stipulation. As such, it is vital for firms to make well-versed resolutions regarding investments and utilization of accessible resources, in order to achieve their optimal objectives, which is mainly revenue maximization. Outputs of Deckers Outdoor Corporation Deckers Outdoor Corporation, a firm that operates in the production of a variety of shoe brands and other accessories, has scrupulously transformed their inputs to outputs, leading to the firm’s enormous profit realization (Stonehouse & Campbell, 2004). The firm, started in the early 1970s, has grown from local to regional, and finally into an international level, selling various shoes brands and other accessories such as outerwear and handbags. Deckers Outdoor Corporation has been successful in the production of shoes under the two main brands. The brands include the Ugg and Teva trademarks, under which the firm manufactures casual, sports and formal shoes in large scale and distributes them locally and internationally (Stonehouse & Campbell, 2004). In addition, the firm also has five other brands that include Mozo and Tsubo among others. The Ugg brand is popular within the local Americans, Australians and Chinese. As a result, the firm has set branches in these countries, in an attempt to expand its outputs. Besides, the firm also has branches elsewhere in key European nations. The firm has manufactured large numbers of its products, making it realize large sales. As such, the organization has realized gigantic profits, making it one of the globally recognized shoe companies. This has led to a vast market share of the firm, giving it a niche over its key competitors. Besides, the firm boasts of an immense customer loyalty, due to its production of first-rate products across the globe (Stonehouse & Campbell, 2004). Additionally, statistics show that the firm increased its consumer’s direct division to 41 percent. Besides, in the year 2010, the firm made a twelve-monthly sale in excess of one billion dollar. This is a clear indication of how the firm’s trend is growing. This also shows how various outputs within the firm cohesively interact, and thereby lead to the firm’s optimal effectiveness and enormous success. Deckers Outdoor Corporation has employed numerous individuals to work under various departments within the firm. These include manufacturing, sales, management and advertising among others. Additionally, these individuals work cohesively as sets to realize the set goals and objective. The organization has developed into international level through its sale global of products. This has compelled it to group its branches regionally (Stonehouse & Campbell, 2004). The firm’s headquarter is in Goleta, California. Besides, it has regions in Australia and China where the key brand is the Ugg trademark, in Japan, where the main shoe trademark is the Tsubo and across Europe where they mainly manufacture and sell the Teva and Ugg brands. The firm assesses its performance, mainly according to the number of sales under each brand category. Besides, it measures its efficacy, using the revenue increment and increased sales per brand over the years. The firm has also assessed the performance and efficacy of diverse regions, with the US being the leading region, with over 24 percent of the total sales. Japan, Australia and China also provided considerable markets. The organization has improved its effectiveness and success through the cohesive interaction of the various individuals that work as groups. Departments such as management, manufacturing, advertising and sales ought to interact cohesively in order to realize their main objective, the revenue increments (Stonehouse & Campbell, 2004). Besides, effective communication within various regional branches has made the firm realize the high revenue outcome. Conclusion The key objective of various firms is to capitalize on their resources, in order to accrue increased revenues. This may be through careful change of inputs into outputs. Besides, many firms have successfully attained this, leading to a significant boost in their profit realization. However, various firms encounter diverse challenges in their endeavor to accomplish this. For instance, there may be setbacks within the various levels of outputs, leading to adverse impacts on the functionality and efficacy of the firm. In one instance, at the individual level, various departmental personnel may be uncooperative, leading to the lowering of productivity. Moreover, groups within an organization may be facing divergences. This might have considerable impacts on the ultimate productivity of these departments. Besides, the entire organization might have problems within its diverse structures. As such, it is vital for firms to assess all the output stages of the organization, n an attempt to ascertain their proper functionality, and hence increased revenue. Deckers Outdoor Corporation is firm that deals with shoe sale under various brand names that include Ugg and Teva. The firm has managed to control its outputs at different levels, leading to its immeasurable success. Besides, the firm has grown into international levels making it realize increased revenues within its international branches. References Burke, W. (2010). Organization change: Theory and Practice. Thousand Oaks, CA: Sage Publishers. Stonehouse, G., & Campbell, D. (2004). Global and transnational business: strategy and management. 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