Organizational Diagnosis Of At&T

Business organizations are so put in place to operate in the most effective and efficient way to ensure the main objective of a business: profit and sustainability. The consistent pursuit of growth and development can be “check-listed” through diagnostic models. It is through applicable methods of diagnosis that assists business organizations to pinpoint loopholes and variances between its targets and expectations vis-a-vis actual business performances. In identifying such gaps the necessary curative and/or preventive changes and measures could be put in place.
On the other hand, such diagnostic models can likewise be patterns of analysis and compliance basis as in confirming and reconfirming the positive performance of a business thus meeting its goals. Two focal models of organizational diagnostic can be looked into in analyzing the positive performance of AT&T. As the world’s largest telecommunication holding company, it is one of the most powerful and very modern telecommunication networks providing the most extensive and comprehensive data traffic to the entire global community.
The operational and work activities and process of AT&T can therefore be defined as falling within the mandate of the characteristics defined by either or both the Congruence Model for Organization Analysis (or the Nadler-Tushman Congruence Model) and the Burke-Litwin Causal Model of Organizational Performance and Change Model (or briefly called the B-L Model). (Falletta, 2005) The Congruence Model for Organization Analysis The principles behind three other organizational diagnostics models were dynamically and enhanced by Nadler and Tushman in 1980.

They have integrated the qualifying inputs, throughputs and outputs applied by the Open Systems Theory. The Nadler-Tushman Congruence Model likewise applied the Leavitt Model’s analysis of contributing variables in an organization. And, Nadler-Tushman likewise incorporated the Weisbord Six-Box Model of diagnosis wherein it checks the congruence and alignment of organizational purpose with its structures with its relationships with its leadership with the rightful rewards and helpful mechanisms.
The premises that the diagnostic method of the Nadler-Tushman Congruence Model stipulates is that – one is that, within a comprehensive environment, an organization is an open social system. As such, it is secondly therefore a dynamic entity that can change, evolve and revolve and that thirdly, there are three regions where behavior interchanges: within the individuals; within groups and within the operating systems itself.
Fourthly, it then transpires that amongst these three regions varied transactions and interactions transpire. Therefore, between the inputs and the outputs of each and every transaction and function in an organization, feedbacks transpire that eventually define whether they do fit or do not fit. That is precisely why it is the congruence model. It is the relevance and congruence of the interactions of the functions that will size up the failure or success of the operation of the organization.