Summary. A Causal Model of Organizational Performance and Change, or the Burke & Litwin Model, suggests linkages that hypothesize how performance is. Download scientific diagram | The Burke-Litwin Causal Model of Organizational Performance and Change from publication: Change Management Strategy in. To provide a model of organizational performance and change, at least two lines of theorizing need to be W. Warner Burke George H. Litwin The authors go beyond description and suggest causal linkages that hypothesize how.

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All the affecting factors put together affects the motivation level of the individuals in an organization, which in turn impacts the overall performance.

The cxusal of structure should not be confined to hierarchical structure; rather it should be a function based structure focusing on the responsibilityauthority, communication, decision making and control structure that exists between the people of the organization. Lasting change to any of these factors is likely to sweep change throughout the organisation.

Organisation Culture — The norms and values of the organisation. It is important to remember that the model does not make any changes to the critical factors, however it is a useful tool for identifying the relevant factors and how they interact with one another when a change process is occurring or being planned for.

Using the Burke-Litwin Change Model to Manage Organizational Change

This involves understanding what a specific job position demands and the kind of kind of skills and knowledge that an employee must have in order to fulfill the task responsibilities of that job position. The most critical aspect here is establishing the links between the twelve dimensions of this change framework.

Here is a brief description of each of the 12 dimensions identified by the Burke-Litwin change model. Change in these factors is only likely to lead to lasting change if, in turn, the transformational factors are also affected. The diagram demonstrates which elements belong in which group, how they interact with each other and the overall hierarchy of an organisation.


An experienced, high-level employee may still struggle to adopt new technologies, for example. There are four groups of elements within an organisation; the external environment, transformational factors, transactional factors and performance. The key external factors that have an impact on the organization must be identified and their direct and indirect impact on the organization should be clearly established. The 12 key dimensions of the change model interact with and affect each other.

Burke-Litwin: The Performance and Change Model

Click here to access the concerned pages. An example would be a change in legal working requirements external environment.

Identifying the motivation level of the employees will make it easier to determine how willingly they would put in their efforts to achieve organizational goals.

Once this has occurred, all affected elements can also be identified.

Burke-Litwin model provides an effective strategy to manage organizational change, but its effectiveness is subject to how well each of the twelve dimensions identified by it are explored and put to use.

Assessing Key Factors The Burke-Litwin change model strives to bring in change in the performance of a team or an organization by establishing links between performance and the internal and external factors which affect performance.

The most dominant factor that triggers organizational change is the external environment. Then within that group burke-lirwin specific element should be identified. The Performance and Change Model Analyse model. Burkelitwin example could be consumer behaviour or marketplace conditions. The changes in the 12 key dimensions, as identified by the Burke and Litwin model, bring about a series of changes in the structure, practices and the system of the organization.

Outline of the Approach The model revolves around 12 organizational dimensions: Transactional factors pink blocks refer to day-to-day operations within the organisation. This dimension takes into account the level of moedl, on individual and organizational levels, in key areas like productivity, quality, efficiency, budget and customer satisfaction etc.

Motivation — The setting of goals to inspire and direct employees. Individual Values and Needs: The causal model links what could be understood from practice to what is known from research and theory.

The Burke-Litwin change model burke-litdin to bring in change in the performance of a team or an organization by establishing links between performance and the internal and external factors which affect performance.


Causao we talk about these 12 dimensions, here is a little insight into the basic philosophy on which this change model is based. This would also involve identifying motivational triggers. Buroe-litwin kind of relationships the employees share with their team members and burke-litsin of other teams is also an important aspect of work unit climate.

This website is a joint collaboration between:. External Environment — This factor represents any forces or conditions outside of the organisation that will affect its processes.

Using the Burke-Litwin Change Model to Manage Organizational Change

For example, how well team members cooperate, how comfortable individuals feel expressing themselves or how well goals are set and rewarded. Therefore, using this model can reveal what areas of the business are affected and how they are interrelated. And understanding the linkage between these supportive pillars is the key to effective and smoother change. It provides a framework to assess organizational and environmental dimensions that are keys to successful change and it demonstrates how these dimensions should be linked causally to achieve a change in performance.

Individuals in leadership positions are responsible for developing a vision and motivating the rest of the organisation to achieving it. The authors argue these factors are strongly affected by management, rather than leadership.

Change Management

nurke-litwin Systems Policies and Procedures — These are the mechanisms put in place to help and support employees. The model also distinguishes between transformational and transactional organizational dynamics in organizations. Systems includes all types of policies and procedures with regards to both the people and the operations of the organization.

Any change that occurs to these factors will have substantial consequences to the rest of the organisation. Back to course 0.

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