Reshaping Organizational Culture Using the Burke-Litwin Model

It requires a behavioral change to make any transformation successful. For example, the change is more than the structure and the functioning of an organization. It requires a behavioral change to make any transformation successful, and that is never without difficulty. John Kotter’s 8-step change model comprises eight overlapping steps. The first three are all about creating a climate for change. The next on engaging and enabling the organization. And the last, implementing and sustaining change. Kurt Lewin's curiosity in groups directed his research to concentrate on issues that affect behavioral change, and the three stages needed to make the change successful: unfreeze, move, make and

“If we understand change better, we will be able to influence (but not control) it for the better” (Fullan, 2014). When change in a culture is in effect, the organizational culture tends to be unsettled. This may seem like an inopportune time for our staff to be unsettled, but this is the best opportunity to identify and create breakthroughs (Fullan, 2014). When analyzing the structure for a change initiative, strategic planning must first take place. What problems are foreseen or obvious? Are there

Nevertheless, according to the Hofstede five cultural dimensions, the masculine element in two cultures are both success oriented and driven. For example,

Gender is a concept that is not exactly based on those physical characteristics but on what society culturally associates with and expects from those who have those characteristics. One example is in the Tchambuli culture in New Guinea. Gender roles for females include doing the manufacturing and the hunting and gathering as well as controlling the government and economics in the community. Tchambuli males are expected to be dependent, amorous, and self-centered about their appearance, often dressing up with flowers and jewelry. In this culture, the male interests are activities like artistry, crafting, games, and theatre performances(Boon, 1.) If gender roles were biologically determined, the many differences between American cultures and many other cultures, such as the Tchambuli culture, gender roles may not exist. Therefore, it must be relevant that cultures are also a

Our Western culture in America defines who we are, how we act, and what we do. Masculine attributes are often common and seen as a stereotype. Males are viewed as strong, muscular, and aggressive,

To make meaningful and long-term change in an organization, an organization needs to follow the guidelines of a change model, a diagnostic instrument, and change intervention. This paper will discuss two change models, two diagnostic instruments, and two change interventions.

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during the last year. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. Below are 6 factors that drive and influence change In any organisation.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

The models of change that I have chosen to describe are the ADKAR model and Kotter’s 8 step change model. The ADKAR model is mainly used to help identify and drive change as well as a tool to understand any gaps that are needed to strengthen along the change process. It is also a useful framework for planning change within an organization, before implementation, and in the execution phase of the change management process. This process begins with five key goals that are the basis of the model; awareness of the need to change, desire to participate and support the change, knowledge of how to change, ability to implement the change on a daily basis, and reinforcement to keep the change in place. Each step in the ADKAR model

A traditional model that is used to define a culture of change and in particular the role of vision and leadership is the eight-stage change model developed by John Kotter (1996), which is outlined in Table 2–1. The discussion of leadership, organizational culture, and teamwork presented previously described “what is” the type of culture that is needed to implement successful CQI initiatives; Kotter’s model describes “how to” implement major change and also provides guidance on traditional errors to avoid.

Gender is used to refer to “the attitudes, feelings, and behaviors that a given culture associates with

Change is inevitable and every organization should be prepared in facing or handling it. Considering a manufacturing factory in the discussion about the Burke-Litwin model, the nine elements of the model will be identified. These elements were ranked by the Burke-Litwin model in accordance to their ranks and impacts to change. The nine most important factors were ranked on top while the less important factors were ranked in the lower level. It also indicated the interconnection of all factors from top to bottom, thus affecting one another.

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: