作者： 远景顾问

企业在经营过程中的利润及持续发展能力受到很多因素的影响，有外在的因素也有内在的因素，这些因素影响的强度有多大，因素之间的有什么相互关系，企业在经营过程中有一定的认知，但据顾问的经验来看，企业不可能从组织行为学的角度去了解影响企业健康的关键因素，从而进行有针对性管理模式调整，达到提升企业健康水平的目的。

西方学者对组织行为学进行深度实证研究，并提出了BL组织诊断模型其全称为Burke-Litwin Causal Model of Organizational Performance and Change (B-L Model)，及组织变革与绩效的因果关系模型，模型从相互关联的12个维度对企业的经营内外环境进行了描述，通过问卷与访谈的方式，阐述现实状况中企业外部环境、战略目标愿景、领导能力、企业文化、组织、管理实践、制度、技能与岗位的匹配、工作氛围、个人需求与价值、动机、组织与个人绩效这12个关键因素相关性，确定对绩效影响最大的因素，确定需要提升的方向，从而为企业的制度文化建设提供精确的指南。

世界500强企业中，有超过50%的企业每年都要进行组织诊断研究，并将结果与上一年的结果进行比较，明确哪些方面需要提高、哪些方面与去年向比较有所降低，BL模型被企业形象的称为企业的CT机，透过这套系统可以发现企业管理中的问题，并在顾问的帮助下进行系统的提升，从而达到持续健康成长的目标。

Burke-Litwin Model模型研究的示意文件下载：[wpdm_package id=’3128′]

从上世纪50年代对组织行为学研究的兴起，西方学者提出了一系列的组织诊断模型，包括：Force Field Analysis (1951)、Leavitt’s Model (1965)、 Likert System Analysis (1967)、 Open Systems Theory (1966)、 Weisbord’s Six-Box Model (1976)、Congruence Model for Organization Analysis (1977)、McKinsey 7S Framework (1981-82)、Tichy’s Technical Political Cultural (TPC) Framework (1983)、 High-Performance Programming (1984)、Diagnosing Individual and Group Behavior (1987)、The Burke-Litwin Model of Organizational Performance & Change。

（一） McKinsey 7S Framework：

顾问公司常用的是McKinsey 7S Framework，从structure, strategy, systems, skills, style, staff, and shared values等七个方面对组织营运进行研究分析，但忽略了对组织外部环境的分析， 因此一般将7S作为内部营运分析的工具。

（二）Burke-Litwin Model of Organizational Performance & Change

目前国外常用的组织诊断中工具Burke-Litwin Model of Organizational Performance & Change，BL模型建立一种组织绩效的因果关系，包括组织变量有12个，在总结以往组织诊断模型的基础上基于OD实证研究建立。

12个组织变量包括：

External Environment

External conditions or situations that influence the performance of the organization, e.g.,

technology, budgets, customer requirements, and economic conditions.

Mission/Strategy

Central purpose of the organization and the approaches it uses to achieve its goals.

Leadership

How executives provide the overall direction to the organization.

Organization Culture

Beliefs, values (as well as overt and covert rules) of the organization that guide organizational

behavior.

Structure

The arrangement of functions and people to organize labor, define authority, and establish

decision making processes.

Management Practices

The day-to-day behavior of managers that is directed at organizing people and resources to

achieve the organization’s goals.

Systems

Standardized policies and processes to facilitate work, e.g., information management, rewards,

planning and budgeting.

Skills/Job Match

Skills and abilities, as well as the required work behaviors to accomplish the work.

Work Unit Climate

Employees’ perceptions of how their local unit is managed and how effectively employees and

colleagues work together.

Individual Needs and Values

Psychological factors that provide desire and worth for individual actions and thoughts.

Motivation

The desire to achieve goals, take action, and persist until satisfaction is attained.

Individual and Organizational Performance

The outcome of work performance, effort, and achievement, e.g., productivity, customer

satisfaction, service quality, and mission goals.

组织变量之间存在因果关系，并且经过国外学者的实证研究得到一定程度的证实，但缺乏跨文化的实证研究资料。运用模型可以深度了解组织绩效影响因素，尤其是对民营企业而言，以便针对性的设计组织改进方案，提高组织的赢利同时改进组织的管理系统。