4/3 BURKE-LITWIN MODEL - Reflect & Learn

1 Promoting Institutional & Organisational Appraisal & Development4/3 BURKE-LITWIN MODELWhat is it?The " BURKE-LITWIN MODEL " is a MODEL oforgan-isational change and provides a linkbetween an assessment ofthe wider institutionalcontext and the nature and process ofchange withinan makes the following key points: The external environment is the most powerfuldriver for organisational change Changes in the external environment lead tochanges in the "transformational" factors withinan organisation - its mission and strategy,itsorganisational culture and its arereferred to as transformational because ifchanged,they have an impact across the whole organisationand its staff Changes in these transformational factors lead tochanges in the "transactional" factors within anorganisation - its structure,systems,managementpractices and are more operationalfactors and changes in them may or may not havean organisation-wide impact Together,changes in transformational andtransactional factors affect motivation.

2 Which in turn impacts on individual and organis-ational performance The MODEL describes 12 organisational variables(incorporating the 7 variables ofthe 7-S MODEL see2/2) and the relationships between ofthe variables interact and a change in any one ofthem can eventually impact on the isuseful in explaining not only how organisationsperform,but also how they can be changedInternally,the key levers for major organisationalchange are the transformational factors are more relevant when changeis about "fine tuning" the ,to be effective and sustainable,changes intransformational and transactional factors need tobe consistent with each EnvironmentLeadershipMission & StrategyOrganisational CulturalIndividual Needs & ValuesTask & Individual SkillsManagement PracticesStructureSystemsWork Unit ClimateMotivationIndividual and Organisational PerformancePromoting Institutional & Organisational Appraisal & DevelopmentHow do I use it?

3 Gather data on relevant boxes based on deskresearch and interviews with key stakeholdersthroughout the organisation Summarise findings in a report for senior report can then be used as a basis foridentifying which boxes relate to which executivesand managers,and can be useful in helping themunderstand the complex performance and changeissues they are trying to manage Key questions to include are summarised in thetable below:4 IMPLEMENTATION36 Dimensions of ModelKey Questions 1. External Environment What are the key external drivers? How are these likely to impact on theorganisation? Does the organisation recognise these? 2. Mission & StrategyWhat do top management see as the organisation s mission and strategy? Is there a clear vision and mission statement? What are employees perceptions of these? 3.

4 LeadershipWho provides overall direction for the organisation? Who are the rolemodels? What is the style of leadership? What are the perspectives ofemployees? 4. Organisational Culture What are the overt and covert rules, values, customs and principles that guide organisational behaviour? 5. Structure How are functions and people arranged in specific areas and levels ofresponsibility? What are the key decision-making, communication and control relationships? 6. Systems What are the organisation s policies and procedures, including systems forreward and performance appraisal, management information, HR andresource planning, etc? 7. Management Practices How do managers use human and material resources to carry out theorganisation s strategy? What is their style of management and how do they relate to subordinates?

5 8. Work Unit Climate What are the collective impressions, expectations and feelings of staff? What is the nature of relationship with work unit colleagues and those inother work units? 9. Task & Individual Skills What are the task requirements and individual skills/abilities/knowledgeneeded for task effectiveness? How appropriate is the organisation s job-person match? 10. Individual Needs & Values What do staff value in their work? What are the psychological factors that would enrich their jobs and increase job satisfaction? 11. MotivationDo staff feel motivated to take the action necessary to achieve theorganisation s strategy? Of factors 1-10, which seem to be impacting most on motivation? 12. Individual & Organisational What is the level of performance in terms of productivity, customer Performance satisfaction, quality, etc?

6 Which factors are critical for motivation andtherefore performance?Reference:Adapted from burke litwin (1992)A Causal ofOrganisation Performance and Change in Journal ofManagement.