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Burke-Litwin Causal Model: Key transformation or throughput processes

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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 (Burke-Litwin describes structure as the arrangement of the functions, people responsibilities, authorities, communication and interactions in a way that supports the organization's mission, goals and strategy. Identify the organizational structure of PetMeds, and comment on how well it fits - or not - with the PetMeds' strategy, as described in module 2. Be sure to specify the structure by type: matrix, team based, functional or product departmentation, 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

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Motivation

Individual needs and goals

Identify each of the throughput variables in your organization and explain 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? What synergies/problems does this cause?

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Solution Summary

In about 1,416 words, this solution discusses the key features of the Burke-Litwin Causal Mode of Organizational Performance and Change, including twelve organizational variables in the B-L Model. Explanations in regards to each of the questions is supplied with references.

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The Burke-Litwin Causal Model of Organizational Performance and Change (B-L Model), was developed by Litwin which was later refined by Burke in the late 1980's (Burke & Litwin, 1992). This model includes several key features:

- It includes twelve theoretical constructs (i.e., organizational variables).
- It distinguishes between the culture and the climate of an organization.
- It specifies the nature and direction of influence of organizational variables.
- It is based on previous models, empirical studies, and OD practice (Burke & Litwin, 1992).

The twelve organizational variables in the B-L Model are external environment, mission and strategy, leadership, organizational culture, structure, management practices, systems, work unit climate, task requirements and individual skills, motivation, individual needs and values, and individual and organizational performance (Bratton & Gold, 2001).

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 are Organization structure, Tasks and skill, Management practices, systems and policies, working climate, motivation and individual needs and goals (Burke & Litwin, 1992).

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 (Brewster & Harris, 2004). The organizational structure of PetMed Express is organized in the various division and groups depending on the products and its functions. Hence, its structure is based on the product and the functional departmentalization.

The members of the board of director (BOD) are: Frank Formica, Gian M. Fulgoni, Marc A. Puleo, Robert C. Schweitzer, Ronald J. Korn, Menderes Akdag, Gian Fulgoni (PetMed Express (PETS), 2006).
Chief Executive Officer (CEO): Menderes Akdag
Chief Financial Officer (CFO): Bruce S. Rosenbloom
Chairman: Robert C. Schweitzer (PETMED EXPRESS INC Key Executives, 2009).

The management believes to work in a team and this functional structure of the organization, each individual employee knows his roles and ...

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