Causal Model of Organizational Performance and Change[组织绩效与变革因果关系模型] (伯克&李特文)



转型变革与业务变革。 W·沃纳·伯克与乔治·H·李特文的组织绩效与变革因果关系模型解析。 (1992)


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Causal Model of Organizational Performance and Change[组织绩效与变革因果关系模型] (伯克&李特文)什么是组织绩效与变革因果关系模型? 释义

变革中的组织往往处于混沌状态之中。 如同理查德•帕斯卡与安东尼•阿索斯提出的“7-S架构 ”,伯克-李特文模型亦包含了一系列因子,用以考察混沌状态下的组织运作。 但是,伯克和李特文更进一步,提出在各类事件中存在着一定的因果关系。 参见右图。

伯克-李特文模型的起源。 历史

1960年代,乔治·H·李特文与其他一些学者致力于组织气候(Organizational Climate)的研究。 1992年,伯克与李特文在《管理学刊》(Journal of Management)第18卷第3期上共同发表文章,对7-S架构提出改进意见,除了增加因子,且将其与高端变革流程理论相结合,指出组织事件变化之间的因果关系。

伯克-李特文模型的运用。 应用

  • 分析组织变革
  • 把握组织变革
  • 管理组织变革
  • 预见组织变革

伯克-李特文模型的步骤。 流程


  1. 当组织外部环境发生变化时,转型变革随之产生,直接影响组织的使命战略领导力文化
  2. 组织的业务因子继而受到影响: 结构系统管理实践及组织气候。
  3. 转型因子与业务因子共同作用,又对组织动机产生影响,并进而影响组织绩效
  4. 形成带有反馈机制的环路: 组织绩效又对组织的外部环境产生影响。

伯克-李特文模型的优势。 优点

  • 概要: 此模型纳入了众多的变革因子。
  • 组织的外部环境是主要因子(尽管它不一定是起始因子)。
  • 因子之间存在着层级与因果关系。
  • 此模型对组织气候(日常的、组织业务层级)和组织文化(根本的、组织形态层级)的影响变量与应变量进行辨识与区分。

伯克-李特文模型的局限。 缺点

  • 此模型显得过于复杂(尽管较之现实的复杂组织,仍是非常地简单)。
  • 有些组织变革可能是由领导层直接发动的,或受到其他内部因子影响,而非组织外部环境。
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组织绩效与变革因果关系模型 小组


组织绩效与变革因果关系模型 培训|活动


最佳实践 - 组织绩效与变革因果关系模型 高级帐户

Expert Tips (ENG) - Causal Model of Organizational Performance and Change 高级帐户

Leadership Strategies for Change

In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through Change program, in whic...
Usage (application)Initiate, implement, develop and sustain change

Key Success Factors when you're Designing your Change Management Program

In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, December 20, 2010), Ashley Harshak...
Usage (application)Best Practices, Change Management, Organizational Change

Assessing the Risks of Change and the Organizations Capacity for Change

In their book "Transforming Public and Nonprofit Organization Stewardship for Leading Change", James Edwin Kee and Kathryn E. Newcomer argue that th...
Usage (application)Leading Change

Strategic Change: Why, What, When, Who and How

If we need to change strategically, we need to think about why, what, when, who and how:
- Why do we want to change? - the constraints imp...
Usage (application)Preparing Strategic Change

The Importance of Culture in Organizational Performance

John Connolly, former CEO of Deloitte UK, argues that one of the most critical determinants of organizational performance is culture. Culture refers t...
Usage (application)Organizational Culture, Corporate Culture, Employee Behavior, Organizational Performance

相关资料 - 组织绩效与变革因果关系模型 高级帐户




Burke Litwin




Burke Litwin




Burke Litwin




Burke Litwin

比较: 7-S Framework[7-S架构]  |  Dimensions of Change[变革尺度]  |  Ashridge Mission Model[Ashridge使命模型]  |  Catalytic Mechanisms[催化机制]  |  Chaos Theory[混沌理论]  |  Change Phases[变革阶段]  |  Six Change Approaches[六变革法]

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