Outputs at FedEx
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This paper refers to the Nadler-Tushman congruence model to identify the key FedEx outputs and how they fit together to produce the organizational output. The overall organizational output, the group level output and lastly, the individual level output are examined. The paper shows how these outputs work from the bottom up to the top and all support the organizational output of providing cargo shipping services world-wide. The paper concludes that FedEx has a strategy that matches the outputs they produce and consequently is performing well even in an economy which does not favor express shipping.
From the Paper:"FedEx has always been known for its output of delivering packages. This organizational output relies on outputs from the individual and group levels to be successful. The Nadler-Tushman Congruence Model will allow us to see the key FedEx outputs and how they fit together to produce the organizational output. The desired outputs of the company are to compete collectively by standing as one brand worldwide and speaking with one voice, operate independently by focusing on our independent networks to meet distinct customer needs, and to manage collaboratively by working together to sustain loyal relationships with our workforce, customers and investors (FedEx, 2009). These are the desired outputs that the company hopes to achieve through its overall strategy."
Sample of Sources Used:
- Burke, W.W. & Litwin, G.H. (1992) A causal model of organizational performance and change. Journal of Management, 18(3), 523-545. Available in a Touro College Database on April 28, 2008.
- FedEx. (2009). FedEx website. Retrieved on July 30, 2009 from www.fedex.com.
Cite this Case Study:
Outputs at FedEx (2009, September 13) Retrieved May 30, 2020, from https://www.academon.com/case-study/outputs-at-fedex-116324/
"Outputs at FedEx" 13 September 2009. Web. 30 May. 2020. <https://www.academon.com/case-study/outputs-at-fedex-116324/>