Research Proposal on "Transformation the Burke-Litwin Causal Model Examines"
Research Proposal 4 pages (1093 words) Sources: 3 Style: APA
[EXCERPT] . . . .
TransformationThe Burke-Litwin Causal Model examines the organizations transitional and transactional variables for fit, synergy and conflict. Each of these variables contributes to the performance of the company, and that performance is also impacted by the interrelation between the different variables. This paper will examine the transactional variables and how well they work together to meet the organization's desired performance outcomes. The transactional variables are the organizational structure; tasks & skills; management practices; systems & policies; work unit climate; motivation and individual needs & goals.
Harley-Davidson (NYSE: HOG) operates a bureaucratic organizational structure. There are two main units - motorcycles and finance. Within the motorcycle group are units for the different brands, Harley-Davidson and Buell, with the H-D being further segmented into five units for different segments of the motorcycle market. There is also a unit for licensed products and one for Parts & Accessories (Harley-Davidson Company 2007 Form 10-K).
While the most important strength of Harley-Davidson is their iconic brand, they have developed a number of minor skills and competencies that allow them to better compete. One of these is their technology. While many firms in the motorcycle industry are driven by a rapid pace of technological innovation, Harley-Davidson has been able to thrive by developing technologies that have long-last appeal and fit with their brand image. This has allowed Harley to operate with significantly lower research & development expenses than many competitors. They have developed a strong competency in li
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With respect to management practices, decision-making at Harley-Davidson is relatively centralized. The pace of decision-making is slow and deliberate. Change is driven by management in response to external events; Harley-Davidson rarely takes a proactive approach to the changes in the marketplace.
Harley-Davidson's systems include its dealer management system, which aims to bring a consistent customer experience to the dealers and improve sales to the Finance division and of ancillary products. The human resources system is relatively sophisticated for such an old-established bureaucratic manufacturing concern. The company has strong relations with its union and allows employees greater freedoms and opportunities for fulfillment than in other, similar, firms. There are few distinctivenesses in Harley's other systems. The company has an unexceptional information system and budgeting process.
The work climate at Harley-Davidson is generally positive. The company's employees are often enthusiasts themselves, so the work environment is generally positive. The relationship between Harley-Davidson and its unions is generally positive. The unions helped the company through its tough times in the early 1980s and the company has maintained a strong, positive relationship with the union since then. There even semi-autonomous workgroups, a departure from the work climate typical of bureaucratic, unionized companies (Bruce, 2004).
Strong union-management relations have led to a prevalence of non-financial motivation at Harley-Davidson. The aforementioned autonomous workgroups exemplify an atmosphere within the company where workers are motivated by higher needs of achievement and actualization. Harley promotes continued education among its workforce. Both management and the union work together for common goals, providing a strong sense of motivation throughout the company (Ibid.).
From this motivation flows a commitment to individual needs and goals. Employees at Harley-Davidson are encouraged to develop capabilities that allow them to be adaptable… READ MORE
Quoted Instructions for "Transformation the Burke-Litwin Causal Model Examines" Assignment:
“Request *****. 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. Burke, W.W. & Litwin, G.H. (1992) A causal model of organizational performance and change. Journal of Management, 18(3), 523-545.
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 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
Motivation
Individual needs and goals
In a 4 page paper,
identify each of the throughput variables in your organization (The Harley-Davidson Motorcycle Company) 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?
How to Reference "Transformation the Burke-Litwin Causal Model Examines" Research Proposal in a Bibliography
“Transformation the Burke-Litwin Causal Model Examines.” A1-TermPaper.com, 2008, https://www.a1-termpaper.com/topics/essay/transformation-burke-litwin-causal/31767. Accessed 5 Oct 2024.
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