The Burke-Litwin model is based on the idea that organizations function best when they understand that they must evolve with a changing external environment when making adjustments to their internal dynamics (Burke & Litwin, 1992). The framework essentially operates on the premise that success is guaranteed if organizations allow themselves to effectively be motivated by factors that are out of their control. The dimensions of the model operate based on Falletta (2005) with a total of 12 dimensions that include the external drivers that enact the changes that they put forth to make; the mission and the strategy of the company; its leadership; the culture; structure; the parameters that the company operates under; the practices of management; the expectations of the employees and staff; the individual tasks and effectiveness of these tasks; the individual needs; the motivations of the staff; and the performance of the organization (2005). One organization that has utilized this model is Apple.
Apple, Inc. & The Model
Apple Inc. is a multinational technology organization known for its innovative products and unique development techniques. The company is primarily concerned with productivity and creativity by any means necessary (Apple, 2016). Since the Burke-Litwin model operates on the concept that companies evolve their internal factors based on external drivers, it becomes necessary to analyze the company through this framework. Dudovskiy (2012) comments that companies and organizations that frequently have to shift their internal aspects due to customer demands are those most affected by the framework (p.1). Although there are 12 dimensions within the model, there are 7 key ones: the external drivers; the leadership; the company culture; the motivation; the structure; the operating strategies and the mission.
With respect to the external drivers, Apple has been on the proverbial cutting edge of shifting and evolving as consumers’ demand electronic products that have an air of innovation. From the iPod to the iPhone, consumers are continuously searching and seeking out the next best Apple product. This has in turn, forced the company to continually come up with new ways to both market its products and develop this so-called ‘next best thing.’ When looking at this through the lens of the model, it can be noted that Apple, Inc. has quality leadership as well that motivates who motivates his employees to execute the initial mission and vision of the company. In an article in Fortune by Adam Lashinsky, it discusses how Tim Cook, the current CEO, has frequently demonstrated that he is willing to do the transformational. He is a man “completely in control, [but] also understands that the company has different strengths and weaknesses” (p.1). In order for the framework to work successfully for organizations like Apple, the individuals at the helm must be willing to analyze what is working and what isn’t working, and acknowledge this in how they operate. This often means reworking its ways of doing things and shifting tasks and responsibilities to the individuals within the company who are the best for the job, and as a result increase productivity and performance.
Elgan (2015) argues that Apple is the most successful company in the world because of its capacity to adapt to environmental factors such as consumer demand and technological evolution. For example, the company is frequently noted as being the most valuable company in the world, and most valuable brand even surpassing Google. A significant amount of data including the amount of money it makes on an annual basis, as well as the way in which it treats employees (p.1) suggests that the Burke-Litwin model is effective within the overall structure. By keeping employees content, Apple not only works within the box noted as motivation, but it produces a recognized productivity and overwhelming performance. This is backed up by the aforementioned elements related to it being the most valuable company in the world. Apple, Inc. did not get there overnight, which indicates a work unit climate that is not only willing to change its strategy, but practices in how it deals with its staff.
The model according to Falletta (2005) is concerned with being proactive and introducing changes when necessary based primarily on the external factors (2005). Simply put, in order for an organization to be successful in progressing, it must be willing to highlight how these changes will affect the company. For Apple, Inc., this means that every change that Tim Cook and his staff put forth, there must be some sort of justification as to how it will further the development of the Apple brand and overall reputation. Falletta (2005) stresses that if the changes to an organizational strategy are not highlighted that the Burke-Litwin model can actually hinder a company’s progress (2005). Therefore, each situation must be thoroughly assessed in order to fully understand whether the Burke-Litwin model will actually be substantive. Regarding Apple, the model appears to have not only worked successfully but catapulted Apple to remaining one of the most fascinating companies to observe in recent history.
Conclusion
This paper examined Apple, Inc. within the framework of Burke-Litwin. Specifically, the paper honed in on how the company has established itself as a leader in transformative change, and remained viable and successful as a result. The writer learned the relevance and importance of a company listening to consumer demands in terms of how it evolves. While it is understandable that every organization has a particular strategy, assessing the environment first is critical to overall success because it reflects that a company actually wants to create products that bring them an exceptional reputation and generate revenue, rather than just the latter.
- Apple. (2016). Retrieved from http://www.apple.com/
- Burke, W. W. & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523-545.
- Dudovskiy, J. (2012, December 27). Motivating senior management interest in the concept of transformational leadership. Retrieved from http://research-methodology.net/motivating-senior-management-interest-in-the-concept-of-transformational-leadership/
- Elgan, M. (2015, February 14). Why Apple is the most successful company in history. Computerworld, Retrieved from http://www.computerworld.com/article/2883747/why-apple-is-the-most-successful-company-in-history.html
- Falletta, S. V. (2005). Organizational Diagnostic Models: A Review & Synthesis. [White Paper]. Retrieved from Leadersphere, Inc. website: http://www.iei.liu.se/fek/frist/723g16/files/1.120328/Orgmodels.pdf
