Instructor Resource
Burke, Organization Change, 5th edition
25. While the Burke Litwin model had its roots in the organizational climate studies
conducted in the late 1960s, further development of the model ______.
A. was delayed by the war in Vietnam
B. did not occur until the late 70s and early 80s
C. was undertaken by others
D. none of these
26. The Causal Model of Organizational Performance and Change posits ______.
A. a feedback relationship between individual and organizational performance and
external environment
B. tightly links motivation to the external environment
C. does not depend on any process of leadership
D. none of these
27. In the Burke Litwin model of organizational performance and change, the individual
components ______.
A. are linear in effect
B. include that forces in the external environment can affect performance directly
C. have a strict definition on how performance is defined and measured
D. none of these
28. The key to the understanding that change as depicted in the Burke Litwin causal
model of organization is ______.
A. based on charismatic leadership
B. sweeping rather than selective
C. according to the model is the top half compared with the bottom half
D. none of these
29. The transactional factors in the Burke Litwin causal model organization and change
are ______.
A. systems, including policies and procedures
B. external environment
C. organization culture
D. leadership
30. The transformational factors include ______.
A. management practices
B. motivation
C. organization culture
D. individual needs and values
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
15
31 “Culture” as used in the Burke Litwin causal model of organization is ______.
A. the artistic complement of the organization
B. the way things are done around here in the manner in which norms and values are
communicated
C. part of the work life balance
D. none of these
32. “Systems” as used in the Burke Litwin causal model of organizations are ______.
A. policies and procedures designed to help and support members
B. akin to one of Weiss boards six boxes: helpful mechanisms
C. the fundamental element must be changed
D. A and B
33. “Climate” is the ______.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
16
A. collective perceptions of members within the same work unit
B. how well the members are managed
C. how much support they feel from fellow work unit members
D. all of these
34. “Motivation” in the Burke Litwin coil model organization is ______.
A. that defined by Freud
B. concerned with certain needs being aroused as using the language of McClellan
(1961)
C. the level of compensation of the members
D. none of these
35. A fundamental premise of the Burke Litwin causal model is that planned change
should follow the flow from top to bottom and the arrows of that flow are ______.
A. predictable
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
B. travel in all directions
C. presumes to carry more weight pointing downward
D. B and C
True/False
1. McClelland was a need theorist and believed that human needs could be aroused by
manipulating the environment.
2. Litwin developed an abbreviated organizational model with the individual as the
centerpiece.
3. According to Burk and Litwin, “Climate is defined in terms of perceptions that groups
have of how their local work unit is managed and how effectively they and their day-to–
day colleagues work together on the job.”
4. The organization’s purpose is the same thing as its “mission”.
5. The transactional domain categories include the following: structure, systems,
management practices, work unit climate, individual needs and values, task
requirements, individual skills and abilities, and motivation.
19
6. Climate with less of a focus on participation influences productivity positively.
7. A useful organizational model should help us understand and guide the organization
change.
8. Motivation in the model can best be understood as a mediating variable.
9. Support for the hierarchy of the relationship of climate, motivation, and performance
is in direct opposition to the work on organizational climate by Schneider (1980).
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
20
10. Management practices as one of the transactional factors is used to identify what
managers do on a work day to carry out the organizational strategy.
1. Describe organizational culture and organizational climate. In what ways do they
differ?
21
2. What are the transformational factors in the Burke–Litwin model? What type of
change do they create and what part of the organization do they change?
3. What are the transactional factors in the Burke–Litwin model? What type of change
do they create and what part of the organization do they change?
4. Mission and strategy, culture, and leadership are the transformational factors that
most immediately respond to external environmental dynamics. Describe the interaction
of these factors.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
5. Though not always a test for the entire model, some studies have approximated
support for parts of the model. Describe those studies supporting those parts of the
model.