Burke-Litwin model

Burke Litwin model - helps to assess what are the effects of internal and external factors on the performance of the organization. It provides a framework on environmental and organizational success and the impact of such framework on the performance of company. The model describes a relationship between what can be achieved in real-life scenario and what has been achieved thorough research and theory (S. Thakur 2013). Undertaking organizational phenomena may cause many complications and this model classifies important organizational dimensions that help to detect the problem (T. Chawane, L. Van Vuuren, G. Roodt 2003, p. 62-76).

There are various reasons why the change occurs within an organization and Burke-Litwin model of organizational change and performance helps to understand and recognize what are the drivers and the implications of particular change. In the model, change drivers are presented in descending order in accordance to their importance. Such arrangement of the model explains how the factors affect each other, meaning that the change in one will impact the others.

Fig.1. Burke-Litwin Model

12 elements of Burke-Litwin model

Burke and Litwin distinguished 12 elements that are important for organizational success:

• External Environment
• Mission and Strategy
• Leadership
• Organizational Culture
• Organizational Structure
• Systems and policies
• Management Practices
• Work Climate
• Task requirement
• Individual Values and Needs
• Motivation
• Individual and Overall Performance

Burke and Litwin claim that environmental element is an essential change driver. Such elements of organizational success like: leadership, strategy and organizational culture are triggered by external factors in the organization. The external environment explains competition, markets, economy and legislation which all have effects on the operation of any organization; therefore, it is reasonable to study such factors and their effects on the team.

The mission and strategy dimension gives the reason for the company's existence. This element explains how the organization achieves its objectives. It is high in the hierarchy as it is considered to be the foundation of any company. Changes in strategy must be clear and the roles of team members should be explained to them.

Leadership dimension highlights the behavior of senior members in a company and the effects of this behavior on the organization. The acceptability of the change depends mostly on top executives of the organization.

The organization culture gives the insights on how processes and work are performed in the company. Those are behaviors, values and believes that are ultimate for the organization.

Structure is about communication, decision-making, responsibility, authority and control between people in the workplace.

Work climate focuses on workers’ opinions about their work environment and about their colleagues which has the influence on the satisfaction level in the workplace.

Task requirements and Individual needs and values stand for understanding of the job and its requirements in order to fulfill the demands effectively. Those dimensions help to evaluate each employee according to their positions.

Employee motivation is considered to be significant for organizational goals. By identifying employees’ motivation, employers can better understand them and required efforts can be made to maintain the satisfaction in the workplace, so that the organizational goals are achieved.

Finally, Individual and Overall performance relates to the performance on the individual and organizational level in such areas as efficiency, quality, budget productivity and customer satisfaction (W. W. Burke, G. H. Litwin 1992)

Examples of Burke-Litwin model

• Organizational Climate: Burke-Litwin model helps to assess the impact of external and internal factors on the organizational climate. It helps to identify the level of satisfaction of employees and how they perceive their work environment. It also helps to measure the commitment and motivation of employees towards their work and how they react to changes in their work environment.
• Organizational Change: Burke-Litwin model helps to measure the impact of organizational change on the performance of the organization. It assesses how change affects the structure, processes, and culture of the organization and how it impacts the productivity, profitability, and morale of the organization.
• Performance Management: Burke-Litwin model helps to measure the effectiveness of performance management systems. It assesses the performance goals, rewards, and recognition systems and how they affect the motivation and commitment of employees. It also helps to identify the impact of individual and team performance on the overall performance of the organization.
• Strategic Alignment: Burke-Litwin model helps to measure the alignment between the strategic objectives of the organization and its operational goals. It helps to identify the organizational alignment gaps and how they affect the performance of the organization. It also helps to identify the areas where the organization needs to focus more resources and effort.

Advantages of Burke-Litwin model

The Burke-Litwin model offers the following advantages:

• It provides a systematic approach for analyzing the effects of internal and external forces on the performance of an organization.
• It identifies specific dimensions of the organization that are associated with performance, such as mission, leadership, structure, and culture.
• It helps to identify potential areas of improvement and focus management efforts on those areas.
• It provides a framework for developing a strategy for future success.
• It allows the organization to identify areas of risk and develop strategies to mitigate those risks.
• It encourages dialogue and collaboration between different departments and stakeholders.
• It helps to align the organization’s objectives with those of its key stakeholders.

Limitations of Burke-Litwin model

One of the major limitations of Burke-Litwin model is its lack of rigor. The model does not provide a clear and structured framework for analyzing organizational changes and the processes involved. Additionally, the model does not provide guidelines for measuring the results of the changes that have been implemented. This can make it difficult to assess the effectiveness of the changes. Furthermore, the model does not account for the impact of external factors such as the economy, political changes, and technological advancements. Lastly, the model does not provide any indication on how to address the challenges of implementing the changes that have been identified. *Overall, the Burke-Litwin model is a useful tool for understanding organizational changes, however, its lack of rigor and focus on external factors may limit its usefulness in certain cases.

Other approaches related to Burke-Litwin model

The Burke-Litwin model is closely related to many other approaches, which can be used to assess the effects of internal and external factors on an organization’s performance. These include the Resource-based View (RBV) of the firm, the Financial Analysis Model (FAM), the Dynamic Capabilities Framework (DCF), the Input-Process-Output (IPO) Model, the Balanced Scorecard (BSC), the McKinsey 7S Model, the Service Profit Chain (SPC), and the Organizational Change Model (OCM).

The RBV approach focuses on the internal resources of a firm, such as its human capital, physical resources, and technology, and how these can be used to gain a competitive advantage. The FAM considers the financial performance of the organization, while the DCF examines the capability of an organization to identify, create, and exploit new opportunities. The IPO model looks at the inputs and outputs of a process, while the BSC evaluates organizational performance from a variety of perspectives. The McKinsey 7S Model examines the seven core elements of an organization, such as its strategy, structure, and systems, and how these are related to one another. The SPC considers the relationship between customer service and financial performance, while the OCM assesses the impact of organizational change on performance.

In summary, the Burke-Litwin model is closely related to many other approaches that can be used to assess the effects of internal and external factors on an organization’s performance. Each of these approaches focuses on a different aspect of organizational performance and provides a different perspective for evaluating the organization’s success.

Burke-Litwin model — recommended articles

Upper echelons theory — Management by values — Strategic issues — Management as science — Strategic management — 7S model — Organizational design models — Strategic management principles — Organization life cycle

References

• Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of management, 18(3), 523-545.
• Chawane T., Van Vuuren L. & Roodt G. (2003). Personal change as a key determinant of the outcomes of organizational transformation interventions. SA Journal of Human Resource Management, 1(3), 62-76
• Martins, N., & Coetzee, M. (2009). Applying the Burke-Litwin model as a diagnostic framework for assessing organisational effectiveness. SA Journal of Human Resource Management, 7(1), 1-13.
• Thakur, S. (2013). Explaining the Burke-Litwin Change Model. Retrieved 2, 2017.

Author: Katarzyna Mamak