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Module bus 599 case #4 (Essay Sample)

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The same person that did my Module 1 case, module 2 case, module 3 case , should do this module 4 case as well because its a continuation. Background Reading for Case 4 This module will require that you utilize the Burke-Litwin model which provides an excellent model for an organization's throughput factor analysis. If the link to the article does not work, it is probably because your computer does not allow "cookies" which would let you connect directly to the library. In such a case, you will need to connect manually to the appropriate database. For instructions and passwords to access the TUI and Touro College library, see "Ongoing Useful Resources" near the bottom of this page. Read: Burke, W.W. & Litwin, G.H. (1992) A causal model of organizational performance and change. Journal of Management, 18(3), 523-545. Source: ABI/INFORM Database through the TUI Library. Click Here to Download BACKGROUND In this segment of our ongoing case, you will be identifying key transformation or throughput processes and looking at the relationships between them. To do this you 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 this reason, you are going to limit your analysis to those transactional variables identified in the article. A diagram of these variables and how they interact are shown in Figure 3 on page 531. A discussion of the seven variables starts with Structure on page 532 and ends with Motivation on page 533. But you should read the paper from the beginning through the middle of page 534. The seven transactional 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 Industrial Services of America, Inc. and comment on how well it fits - or not - with its strategy , as described in module 2. Be sure to specify the structure by type: matrix, team based, functional or product departmentalization, 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 Figure 3 on page 531 shows that the Individual and Organizational Performance is influenced by the Motivation factor. And, the Motivation factor interacts with three factors: Task and Skills, Individual Needs and Values, and Work Unit Climate. It also shows other interactions. Research Industrial Services of America, Inc. on its throughput variables. This may take some digging, since companies do not usually provide this inside information liberally. You may have to make some inferences. REQUIRED READING: Burke, W.W. & Litwin, G.H. (1992) A causal model of organizational performance and change. Journal of Management, 18(3), 523-545. Click Here to Download the Article. CASE 4 ASSIGNMENT: Make a Case that the amount of Motivation in the chosen company has a direct effect on the Performance. In Case 3, you made a case for the Performance of the organization. In Case 4, you need to show that the Motivation in the company is a primary factor in generating this performance. In order to make this case, you need to generate some backing evidence and data. Be sure to include references. Turn in the 4 page paper by the end of the module. KEYS TO THE ASSIGNMENT: In order to make your case you need to: Identify and briefly discuss each of the throughput variables in the company. Based on Figure 3 (page 531) explain how these variables interact. Determine how these interactions generate the amount of Motivation in the company. Make a Case for your proposition on how Motivation affects the company's Performance. ASSIGNMENT EXPECTATIONS Your paper will be evaluated on the following seven (7) points: Precision - Does the paper address the question(s) or task(s)? Breadth - Is the full breadth of the subject, i.e., all the keys to the assignment, addressed? Depth - Does the paper address all elements of the topic in sufficient depth? Does it include and apply the background readings and other background resources? Are they included as references? Critical thinking – Are the concepts of this module applied accurately, logically, and relevantly? Organization - Is the paper organized in a coherent and systematic manner? Are headings included in all papers greater than 2 pages? Clarity - Is the writing clear and the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of response to the questions, or are thoughts conveyed through excessive use of quotations? Referencing (citations and references) - Does the paper use citations and quotation marks where appropriate? Are all references listed in the bibliography used and referred to via citation? TIPS AND SUGGESTIONS You may use a simple diagram to highlight important factors. However, do not use the diagram in lieu of valuable analysis (or to take up valuable writing space) - it should be in addition to your paper of 4-6 pages of analysis. Just because you have written the minimum four pages does not mean that you have adequately covered the topic. Err on the side of writing more rather than less. Choose the data you use carefully. Is it relevant and important? Include a cover page and reference page, in addition to the 5-7 pages of analysis described above. Include headings within the paper Cite AND reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than 5 words, and citations for that information which you have "borrowed" or paraphrased from other sources. source..
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Module bus 599 case #4
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Burke-Litwin’s theory of organizations presented indifferent and impersonal attitude towards the people in a company. Certainly, individual facets of human conduct were considered defective and were believed as a potential disadvantage to the effectiveness of any setup. Cummings and Worley (1993) argue that humans were compared to a collection of abilities that could be put in into the arrangement like a cog in a machine. Despite the contemporary regarding his theories as mechanistic and outdated, Burke’s approaches on bureaucracy offered vital insight into process competence, division of labor, and chain of command of authority in an organization.
Renowned theorist Henri Fayol like Weber identified planning, organizing, staffing and controlling as fundamental aspects of managerial functions that determine successful organizations. In the early and mid-20th century, Weber's and Fayol's concepts found universal application (Beer and Spector 1993).
Open system
There are various structural distinctions that organizations can take on, however there are a few fundamental principles that pertain and a little number of similar patterns. For instance, the open-systems theory which regards organizations as autonomous systems isolated from the external world.
Burkes theory opined that "open systems" replicated the newfound view that all companies are unique and must therefore be structured to hold unique opportunities and problems (Beer and Spector 1993). For instance, studies during the 1960s indicated that traditional bureaucratic companies usually were unsuccessful in environments that markets or technologies were speedily changing. They also did not realize the significance of regional cultural persuasion in encouraging workers.
Environmental persuasions that control open systems can be described as either general or definite.
The theory argues that definite environment is a network of providers, distributors, competitors and government agencies. Therefore, a company is one element of such network. Nonetheless, to thrive, or profit, a company must relate with such influences. For example, a company can use suppliers, when purchasing supplies from other producers, employ staff from the labor force, or secure loan from other companies or banks.
The chart shows effective communication and work flow in open systems

ECONOMIC CONDITIONS
According to the theory, economic situations form the second huddle of general environmental controls on open systems (Cummings and Worley 1993). Such determinants include economic recessions, upswings, regional unemployment, and more other aspects that affect an organization’s ability to develop and prosper. Economic influences might also dictate a company's role in the economy.
POLITICAL CONDITIONS
In addition another influence to open system organizations is the political/legal...
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