What Is The Burke Litwin Modification Model

Leadership is a facet of management. It is just one of the many assets a successful manager must possess. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this managers must undertake the four functions of management: planning, organization, leading and controlling. In some cases leadership is just one important component of the leading function. Predpall (1994) said, "Leaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control others". In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.

External environmental factors are the macro environment affecting a business; they are factors outside the company and which they have no control over (Kotler & Armstrong, n.d.) these external factors bring about impacts to the company thus a company should always be prepared to react.

According to dictionary.com leadership is defined as, the position or function of a leader, a person who guides or directs a group: Its synonyms include guidance, influence, control, direction and supervision. These are all qualifications that are needed to be an effective leader. All characteristics are not necessarily needed at the same time and do no need to be used for each subordinate. This paper will identify my personal leadership philosophy along with theories to support my leadership style.

The Burke-Litwin Model seeks to explain the processes and influences by which organizational change occurs. The organizational change process is driven by twelve different factors. The factors are integrated, such that a change in one factor will have an effect on all of the other factors. The team at CGIAR took this approach to their change program, focusing on a few factors that they believed were the key drivers of change. The twelve different factors are the external environment as the key input, mission & strategy, leadership, organizational culture, structure, management practices, work unit climate, systems, task and individual skill, motivation, individual needs and performance, and individual and organizational performance as the key output. Their efforts were focused specifically on changing the organizational culture, which they felt would result in changes to many other aspects of the organization.

External environment consists of forces that directly or indirectly influence organization’s business activities. The actors and forces outside marketing that affect management’s ability to build and maintain successful relationship with target customers.

Compare and contrast two different change models. What leadership approach would you use to implement your preferred model? Why?

Internal environment are SW which stands for strength and weakness, actually analysis of internal organization and external environment OT stands f opportunities and threats

External - Barriers between the organization and the outside world (customers, suppliers, other government entities, special interest groups, communities).

The Burke-Litwin Model highlights the main elements or source of major transformational change and also the changes that are incremental in nature. The four transformational factors are external environment, mission and strategy, leadership, and organizational culture. The main cause that makes a company to make changes is the external environment. It can force any organization to make changes to its mission, culture, leadership, and operating strategies. Changes in the 12 drivers in The Burke-Litwin Model bring a series of change to the overall structure. Various internal and external organizational factors that influence the changes in the organization are:

The external environment is one in which the organisation (IBM) has no degree of control over: Included in the external environment are the opportunities and threats for the organisation and against the organisation (of the SWOT analysis).

Also a powerful influence on a company, the external environment, including both the general and task/competitive environments, refers to all outside forces that affect said organization. Some general environmental factors are the following: laws, economy,

In Ac 1, 1.1 the three most popular change management models were outlined and discussed i.e. Lewin’s Change Management Model, McKinsey 7- S Model and Kotters 8 Step Change Model. Almost any model, once understood and applied properly can yield some amount of results however, for the use of this case surrounding The S&M Life Insurance Company; Kurt Lewin’s Change Management Model will be used to develop a model for change in the organization. Lewin’s model, established by Kurt Lewin during the 1950’s, is seen as foundation for understanding organizational change and still holds strong in the 21st century, today. The model consists of three (3) stages consisting of unfreezing, change, and refreezing using the analogy of a block of ice (Thompson, Mind Tools n.d):

external environment ; the external environment is the forces that are not in control of the organisation which has direct impact on the organisation and its operations, the organisation must meet the requirements of the external environment in order to operate efficiently and also be productive and increase its profitability.

Leadership is the prerequisite that a top manager persuades on those in their group to allow them to take on task readily, and to collaborate with the manager and the group to accomplish these established outcomes. Many top managers and leaders, whatever their specific production, have universal responsibilities. This includes leading and supporting the group, organizing resources easily reached, and follows relevant policies and systems of the organization.

Describe the business strategy in the context of selected organization (vision, mission, objective, goal, core competencies)