Burke-Litwin Change Model

Burke-Litwin Change Model

Burke-Litwin Change Model

Introduction

Diagnosing change is essential for managers in all fields of business. That is why theorists have created different models to assist managers as a guideline to success. As diagnosing change plays a major role within Boeing, problems and scandals will occur if the are no actions taken from the manager. This essay will provide details about the crucial changes within the firm Boeing and their current situation. It will clarify the essential three diagnostic models which include the Burke-Litwin Model. This model will be given to provide a framework to pinpoint the key factors of the Boeing issue and organization chaotic situation will be examined fully.

Analysis

“The Burke-Litwin Causal Model of Organizational Performance and Change (B-L Model), was developed by Litwin which was later refined by Burke in the late 1980's (Burke & Litwin, 1992).” This model includes several key features:

“Twelve theoretical constructs

Sets apart the differences between the cultural and climate aspects of the organization

Shows the differences between the transformational and transactional dynamics

Specifies variables within the organization (Burke & Litwin, 1992)”

A relatively newer model, the Burke-Litwin Causal Model of Organizational Performance and Change (B-L Model), was developed by Litwin and others (Litwin & Stringer, 1968; Tagiuri & Litwin, 1968) and later refined by Burke in the late 1980's (Burke & Litwin, 1992). This model includes several key features which go beyond the models discussed earlier:

Includes twelve theoretical constructs (i.e., organizational variables)

Distinguishes between the culture and the climate of an organization

Distinguishes between transformational and transactional dynamics

Specifies the nature and direction of influence of organizational variables

Is based on previous models, empirical studies, and od practice

The twelve organizational variables in the B-L Model are external environment, mission and strategy, leadership, organizational culture, structure, management practices, systems, work unit climate, task requirements and individual skills, motivation, individual needs and values, and individual and organizational performance. With the representation of the external environment as a variable, it is evident that open systems theory underlies the B-L Model. The external environment variable is considered to be the input to the system with the individual and organizational performance variable representing the output (Burke & Litwin, 1992).

Burke-Litwin Causal Model

As is evident through the climate and culture variables, Burke and Litwin make a distinction between organizational climate and culture. Climate is defined as individuals' perceptions of how their work unit is managed and how effectively they and their colleagues work together ...