| Organizational alignment is a concept widely studied, well researched, and frequently used in the arenas of business and human resource management. However, organizational alignment rarely has been seen as a tool for educational reform efforts. Using Nadler and Tushman's (1989) Model of Organizational Congruence, the concept of organizational congruency was applied to nine Department of Defense Dependent Schools (DoDDS). This model served as a lens through which to examine the extent to which the alignment of DoDDS inputs, strategy, work, people, formal, and informal organizational arrangements facilitate high student performance.; This study of organizational alignment within an educational setting was designed to discover clear evidence of how the critical aspects of organizational components, documented in an earlier study on the Department of Defense Schools conducted by Peabody College of Vanderbilt University, worked together to impact student performance. Data was collected over a four-month period of time in nine DoDDS' middle schools, located in four districts within Germany and Japan. This data was carefully analyzed and synthesized to create a model depicting the evidences of well-aligned organizational arrangements within DoDDS. |
