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Tosti's Organizational Alignment Model

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Tosti’s model sustaining the idea that to maintaining an aligned organization requires clarity about values as well as strategies and goals, and it also requires communicating relevant organizational values and ensuring that typical behavior in the organization reflects those values. He categorizes organizational values in two terms ‘as is’ – the practices spectrum throughout the organization 's existence – and ‘as needed’ – the practices that are must adaptable to today’s outlook.
In order to implement change strategy of culture Tosti (2007, pp. 23) suggest asking questions designed to address organizational status: Does our current culture support the new strategy we want to implore and how viable it is? How can we tweak the culture so …show more content…

1.1.3. Overview Bojadziev’s Organizational Alignment Model– VOX Organizationis
VOX Organizationis- “the voice of organizations”- is an instrument developed by Bojadziev et al. (2011), based on the Semler (1997), and Tosti (2007) thoughts, with the purpose of measure organizational alignment by looking at organizational culture, leader 's values, organizational structure, and organizational strategy. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy (Bojadziev et al. 2011). At Bojadziev’s (2011) understanding, organizational alignment should be subdivided into two organizational functioning aspects, non-formal aspect, and formal aspect. Organizational culture and leader’s values represent the non-formal part, and organizational structure, strategy and policies as the formal part of organizational functioning as you can see in figure …show more content…

The second questionnaire is addressed to leaders, where is divided into sections, where the first section explores leader’s values, second part represents the demographic data, and the final section is the formal aspects of the organizational functioning, such as structure, strategy, and policy.
The two questionnaires addressed to measure the non-formal and formal aspect of organizational functioning are measured on four dimensions - decision-making and behavior; people versus task orientation; innovativeness and risk-taking; and open versus closed systems. The four dimensions were developed through literature review and synthesis of dimensions previously pointed by other authors as important, such as Hofstede (1998), O’Reilly et al. (1991) Jaivisarn (2010), Singh (2007), Nazir (2005), Su et al. (2009), Padma and Nair (2009, and Denison and Mistra

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