The third important environmental input that Palm will need to analyze and consider is the technological elements. Other than being a consumer-driven industry, this is also a technology-driven market and achieving the declared corporate strategy depends a significant deal on whether Palm can deliver new technological solutions for its users, solutions that will allow the clients to benefit more efficiently from the products that Palm offers. Other important environmental inputs that

Input Diagnosis The Nadler-Tushman Congruence Model evolved out of open systems theory as a tool for organizational diagnosis (Falletta, 2005), and is arguably the most complete tool available, in that while complex it has the ability to capture the subtlety and nuance real world corporations. Performance in this model is dictated by strategy, culture, structure, work and people. The key is that these different variables should all be aligned towards a

company was formed in 1978 in Atlanta, Georgia by Bernie Marcus and Arthur Blank, and expanded quickly, with sales exceeding a billion dollars annually by 1986. From the moment of its foundation, HD has expanded consistently by concentrating on potent markets like New Orleans that had a mix of new homeowners and younger generation people. Home Depot could grow fast by responding to changes quickly and maintained its success

Organizational Diagnosis of Palm Palm Computing had reinvented the hand held computer market overnight with the line of PalmPilot and similar devices geared to the mobile gadget industry. According to Clancy (1999), "Palm Computing ultimately sold faster than the videocassette recorder, the color TV, the cell phone, even the personal computer that was its great-grandfather. Introduced in April 1996, within 18 months Palm Computing had shipped more than 1 million units

The seven variables that have been termed as "levers" by the authors all start with the letter 'S'. Following are the things included in the seven variables: -Strategy -Systems -Staff -Skills -Structure -Shared values and -Style. Structure is explained as the skeleton of the organizational chart or an organization. Strategy has been identified by the authors as the path or plan of action that is taken in order to achieve some goals and target over a period

Org Diagnosis Organizational Diagnostic Models Falletta (2005) outlines several different organizational diagnostic models. The first such model is the Force Field model, developed by Kurt Lewin in 1951. In this model, an organization remains in as state of equilibrium until it is shifted out of that state by a driving force that overcomes the restraining forces. The current state then becomes a problem (Falletta, 2005). This model can be used to explain