By Suhel Khan UUM COB A Causal Model of Organizational Performance & Change (Burke & Litwin Model)

Introduction B-L model suggests linkages that hypothesize how performance is affected by internal and external factors. It provides a framework to assess organizational & environmental dimensions that are keys to successful change and how these dimensions should be linked causally to achieve a change in performance. The causal model links what could be understood from practice to what is known from research and theory. Burke-Litwin believe environmental factors to be the most important driver for change. Indeed, most change can be traced back to external drivers for change. B-L model suggests linkages that hypothesize how performance is affected by internal and external factors. It provides a framework to assess organizational & environmental dimensions that are keys to successful change and how these dimensions should be linked causally to achieve a change in performance. The causal model links what could be understood from practice to what is known from research and theory. Burke-Litwin believe environmental factors to be the most important driver for change. Indeed, most change can be traced back to external drivers for change. (Burke & Litwin,1992)

Introduction…con The model not only discusses how different dimensions link with each other but also discusses how external environment affects the different dimensions in organization. The model focuses on providing a guide for both organizational diagnosis and planned, managed organization change, one that clearly shows cause-and- effect relationships The model not only discusses how different dimensions link with each other but also discusses how external environment affects the different dimensions in organization. The model focuses on providing a guide for both organizational diagnosis and planned, managed organization change, one that clearly shows cause-and- effect relationships (Burke & Litwin,1992)

The model revolves around 12 organizational dimensions 1.External environment 2.Mission and strategy 3.Leadership 4.Organizational culture 5.Structure 6.Management practices 7.Systems 8.Work unit climate 9.Task and individual skills 10.Individual needs and values 11.Motivation 12.Individual and organizational performance 1.External environment 2.Mission and strategy 3.Leadership 4.Organizational culture 5.Structure 6.Management practices 7.Systems 8.Work unit climate 9.Task and individual skills 10.Individual needs and values 11.Motivation 12.Individual and organizational performance (Burke & Litwin,1992)

Burke-Litwin: Understanding Drivers for Change The Burke-Litwin model shows the various drivers of change and ranks them in terms of importance. The model is expressed diagrammatically, with the most important factors featuring at the top. The lower layers become gradually less important. The model argues that all of the factors are integrated (to greater or lesser degrees). Therefore, a change in one will eventually affect all other factors. The model also distinguishes between transformational and transactional organizational dynamics in organizations. Transformational dynamics: the top half of the model with the performance variable. Transactional dynamics: the bottom half of the model. The Burke-Litwin model shows the various drivers of change and ranks them in terms of importance. The model is expressed diagrammatically, with the most important factors featuring at the top. The lower layers become gradually less important. The model argues that all of the factors are integrated (to greater or lesser degrees). Therefore, a change in one will eventually affect all other factors. The model also distinguishes between transformational and transactional organizational dynamics in organizations. Transformational dynamics: the top half of the model with the performance variable. Transactional dynamics: the bottom half of the model. (Burke & Litwin,1992)

Organizational Variables in the Burke-Litwin Model (Burke & Litwin,1992)

Organizational Variables in the Burke-Litwin Model…con (Burke & Litwin,1992)