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Key Transformation Processes

In this segment of our ongoing case, we will be identifying key transformation or throughput processes and looking at the relationships between them. To do this we will be drawing on the Burke-Litwin Causal Model. Thus, you will need to read the article referenced on the background information page.

The Burke-Litwin is a complicated model and is, perhaps, too big for an analysis of this size. For that reason, I would urge you to limit your analysis to those transactional variables they identify in the article.

Those variables are:

Structure (Identify the structure by type: matrix, team based, functional or product departmentalization, organic/mechanistic, etc.)

Tasks and Skills (Unique or core competencies)

Management practices (e.g. participative or centralized decision making)

Systems and Policies (information systems, financial, marketing, production, human resources, etc.)

Work unit climate

Motivation

Individual needs and goals

Identify the key throughput variables and discuss how they are interrelated. Focus on whether they fit together or work toward opposite ends. For example, Does the Human Resource System staff the organization with workers who have the right skills for the requirements of the production system? Does the compensation system quash motivation, or the climate support individual needs and goals? Does the structure fit management practices?

Please provide 4 to 5 pages of good information.

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The response addresses the queries posted in 1380 words with references.

//This discussion paper is based on the Burke-Litwin Model of business. There are various aspects of this model which are discussed in this paper. In the first section of the discussion, the introduction of the model is described to make the reader understand the whole concept very clearly. //

Burke- Litwin Model

Change is a complex process and requires a solid plan to manage it. This model exchange helps in organizational change. It guides which variable is to be changed for improving the performance. This model is useful in diagnosis and forecasting the effect of change in the organization.

//In this section various transactional variables are described regarding the processing of the business organizations. In this series, the first point discussed here is the organizational structures of different types.//

Transactional variable: - these variables are present inside the organization. These variables come under the purview of management. These variables are operational and incremental in nature. Some of the important transactional variables described below are: Organization structure, Tasks and skill, Management practices, systems and policies, working climate, motivation and individual needs and goals.

Organization Structure

It shows the position establishment and association between positions. It has two main dimensions: first is Horizontal and second is Vertical. Horizontal structure depicts the departmentalization, where as the vertical structure depicts the hierarchy of seniors and subordinates. Together these form the formal structure (Mathew, 2003).

Matrix structure: This structure is adopted by the global corporations, which unite the product with geographical divisions. Through product-based structure, the company can leverage worldwide economies of scale. On the other hand, geographic structure has the knowledge of the requirements of individual countries. Sometimes, the organizations consist of degrees in matrix structure I.e. Specific responsibility lies with every divisional group. Few matrix structures sometimes overlap the functional structure with project teams. In this structure, employees will have to report to two bosses. For example, the member of project team will account to the project leader side by side to functional leader. There fore, it is considered as a hybrid form of project structure and ...

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