BURKE LITWIN MODEL

GROUP II

INTRODUCTION

The Burke - Litwin model has been developed to examine organizational change and performance.

IT provides a link between an assessment of the wider institutional background and the nature and process of change within an organization. There are some salient features:

The external environment is the most powerful driver for organizational change. Changes in the external environment lead to significant changes within an organization-its culture and leadership. Changes in the operational factors such as structure, systems and management practices may or may not have an organization-

wide impact. Together these changes affect motivation, which in turn impacts on individual and organizational performance.

DIMENSION OF BURKE- LITWIN MODEL

The Burke- Litwin model shows that the most important factor of change in the management is in the top position. Gradually the lower layers comes to the surface which are of relatively less importance.

Getting Started with Templates

Burke-Litwin believes environmental factors to be the most important driver for change. Important elements of organisational success, such as mission and strategy, leadership andorganisational culture, are often impacted by changes that originates outside the organisation.

Identifying and Dealing with Drivers for Change1. External EnvironmentThis includes such factors as markets, legislation, competition and the economy. All of thesewill have consequences for organisations, and, as a change manager, it is vital that youcontinually scan the environment for issues that will affect you and your team. 2. Mission and StrategyAn organisation’s mission articulates its reason for existing. It is the foundation upon which allactivity should be built. The strategy then sets out, in broad terms, how the organisation willgo about achieving its mission. 3. LeadershipThis considers the attitudes and behaviour of senior colleagues and how these behavioursare perceived by the organisation as a whole. The way in which change is implemented andaccepted through the organisation will be largely influenced by the top team. 4. Organisation CultureOrganisation culture can be described as “the way we do things around here”. It considers thebeliefs, behaviours, values and conventions that prevail in an organisation. Culture changedoes not happen overnight. It evolves over time as a result of many other changes in theorganisation. 5. StructureVery often, changes in strategy can lead to changes in the way the organisation is structured.This can impact on relationships, responsibilities and ways of working. Your job is to assessthe impact of the structural change and ensure your team understands why it is required, andwhat it means for them.

6. Work Unit ClimateThis considers employees’ perception of their immediate colleagues and workingenvironment. Our immediate working environment is often what shapes our view of theorganisation as a whole, and influences the extent to which we feel satisfied in our jobs.

7. Task Requirements and Individual Skills/AbilitiesChange at a higher level in the organisation will often require changes in the work carried outand the skills available in the team. As the change manager you need to assess whether: allthe right skills are in place; if they can be developed; or, if you need to bring them in fromoutside the team.

8. Individual Needs and ValuesChanges to team membership can mean a change in the team dynamic. In a perfect world,we would be able to recruit the exact fit for our teams, in terms of personal style, abilities andskills mix.

9. Employee MotivationConsiders the significance of individual and organisational goals. Motivation is key to effectivechange. The real challenge is to maintain motivation throughout a change project, particularlywhen change is often not well-received by those affected.