Transformation the Burke-Litwin Causal Model Research Proposal

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Employees are encouraged to fulfill their needs; the company sees this is a way to help the organization respond more rapidly to change.

Many of these variables work together. For example, the commitment that Harley has to the needs and goals of its employees has helped to foster a work climate where employees are motivated by higher order needs. This also ties into the organizational culture, which is based around being the embodiment of the Harley-Davidson experience that the company then markets to its customers.

Centralized decision-making, however, does not easily support individual achievement and non-financial motivation. Harley-Davidson recognized this conflict during their crisis period in the early 1980s and moved to adapt their system. Operationally, they were able to move slightly away from strict bureaucratic control by developing systems that allowed for greater employee empowerment. This was the company's way of building some needed flexibility and motivation systems into a structure from which potential deviation is ultimately minimal. The centralized bureaucracy supports the core manufacturing operations, but the human resources and motivation systems, along with the work climate are more adaptable because that is what best suits the company's needs.

Though a characterization of "conflict" may be too severe, these motivation systems and human resources policies do not lend any particular support to the core competencies beyond the promotion of the corporate culture and brand image. The creation of a more fulfilling work environment does not support a company for which innovation is a slow incremental process.

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The underlying theory is correct that such activities will allow Harley to respond more quickly and creatively to challenges but given their historically slow pace of innovation there appears to be a lack of commitment at the top to utilize this resource. The company's management systems and policies as a whole may have created this resource, but they have not leveraged it.

The ultimate output of the Burke-Litwin Causal Model is performance. In 2007, Harley-Davidson's revenues flatlined and their net income decline more than 10% (Harley-Davidson Company 2007 Form 10-K). The company's performance has not been impressive of late, and that is due in part to the fact that not all of their transactional variables support one another. Harley-Davidson's staid approach to strategy belies its comparatively innovative human resources policies and the advanced means by which the company motivates its workers. Worse, the company's policies and operating-level strategies do little build upon the existing core competencies. The company's greatest strength has been its ability to make money on things other than the technical quality of its bikes. They have some systems in place that could propel innovation but management fails to utilize this. Harley-Davidson has a lot of strengths, but their systems, structures and policies are not supporting those strengths very well and as a result, Harley's performance is spotty, trending strongly with the economy rather than transcending it.

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"Transformation The Burke-Litwin Causal Model" (2008, December 23) Retrieved June 4, 2026, from
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"Transformation The Burke-Litwin Causal Model" 23 December 2008. Web.4 June. 2026. <
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"Transformation The Burke-Litwin Causal Model", 23 December 2008, Accessed.4 June. 2026,
https://www.aceyourpaper.com/essays/transformation-burke-litwin-causal-model-25642