Burke litwin change model - Organizational Change and Development - Manu Melwin Joy

The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.

1. Burke- Litwin change model Approaches to Managing Organizational Change

2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – [email protected]

3. Burke- Litwin change model The Burke- Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change. Let’s take a look at how this change model can make the process easier.

4. Burke- Litwin change model External Environment: 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. Mission and Strategy: the vision, mission and the strategy of the organization, as defined by the top management should be examined in terms of the employees’ point-of-view about them.

5. Burke- Litwin change model Leadership: A study of the leadership structure of the organization should be carried out, which clearly identifies the chief role models in the organization. Organizational Culture: An organizational culture study should seek information on the explicit as well as the implied rules, regulations, customs, principles and values that influence the organizational behavior.

6. Burke- Litwin change model Structure: The study of structure should not be confined to hierarchical structure; rather it should be a function based structure focusing on the responsibiliity , authority, communication, decision making and control structure that exists between the people of the organization. Systems: Systems includes all types of policies and procedures with regards to both the people and the operations of the organization.

7. Burke- Litwin change model Management Practices: This would entail a study of how well the mangers conform to the organization’s strategy when dealing with employees and the resources. Work Unit Climate: It is a collective study of how the employees think, feel and what do they expect. The kind of relationships the employees share with their team members and members of other teams is also an important aspect of work unit climate.

8. Burke- Litwin change model Tasks and Skills: This involves understanding what a specific job position demands and the kind of skills and knowledge that an employee must have in order to fulfill the task responsibilities of that job position. It’s important to see how well jobs and employees have been matched. Individual Values and Needs: This dimension seeks to explore the employee’s opinion about their work so as to identify the quality factors that will result in job enrichment and better job satisfaction.

9. Burke- Litwin change model Motivation Level: 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. This would also involve identifying motivational triggers. Individual and Overall Performance: This dimension takes into account the level of performance, on individual and organizational levels, in key areas like productivity, quality, efficiency, budget and customer satisfaction etc.

10. Porras & Robertson Model Porras & Robertson outline four types of organizational change based on the category of change (planned or unplanned) and its order (first or second).

11. Porras & Robertson Model Planned change originates with a decision made by the organization itself with the deliberate purpose of improving its functioning. It is also common to engage an outside resource to help in the processes of making these improvements. Planned change is typically initiated to respond to new external demands imposed upon the organization. Planned change will often affect many unforeseen segments of the organization.

12. Porras & Robertson Model Unplanned change is change that originates outside of the organizational system and to which the organization must respond. This adaptive response is often focused on the alteration of relatively clearly defined and narrow segments of the organization. It is spontaneous, evolutionary, fortuitous, or accidental.

13. Porras & Robertson Model First-order change , linear and continuous in nature, involves alterations in system characteristics without any shift in either fundamental assumptions about key organizational cause-and-effect relationships or in the basic paradigm used by the system to guide its functioning.

14. Porras & Robertson Model Second-order change is a multi-dimensional, multi-level, qualitative, discontinuous, radical organizational change involving a paradigmatic shift.