Posted: May 25th, 2022

A Model of Organizational Performance and Change

Nutri System Order

A Model of Organizational Performance and Change

G.H. Litwin and other experts came together in 1968 that was later refined by W.W. Burke and his colleagues almost 20 years later to look at a model that Litwin and his colleagues originally created a model of a group effort that is indicated by arrows which organizational functions encourage more openly while other functions and make a difference in being transformed that agrees upon the forces in managerial performance and modifications. The model is represented with 12 labeled boxes that stand for these two experts’ decisions of executive variables they consider to be most effective have tried to explain for key components at an overall system altitude, and this is the variables that were used to look at Nutrisystem (1992).

Nutrisystem has its own structure which is defined by Litwin and Burke as “the understanding of the purpose and public in to precise regions and ranks of dependability, decision-making power, contact, and relations to guarantee successful accomplishment of the association’s assignments and tactics (1992). The structure at Nutrisystem is set up by three committees, and first the audit committee, with two members and a chairperson, known as the “Committee” of business is assigned by the Board of Directors (the “Board”). The purpose of the committee is to help the Board in its oversight of the integrity of Nutrisystem’s financial sector and to ensure it comply with regulatory conditions and oversee the performance of the internal audit operations. The Compensation Committee, with a chairperson and two members, was designed to liberate the Board’s duties relating to payment of Nutrisystem, and they also are liable for assessing and suggesting approval for the payment plans, guidelines, and programs, as well. The third committee, Nominating and Corporate Governance Committee, with one chairman and one member, was created to assist the Board in its own structure and operations, and there are a total of six outside directors with one as a financial expert that has their own duties, as well (Nutrisystem, 2011).

The second variable is management practices which the model labels as what supervisors do in the usual path of actions to use the individual and material assets at their removal to bring out the institute’s approach (Burke & Lutwin, 1992). The team or Board believe that their dedication to success begins with the individuals who are employed with Nutrisystem, and the administrative teams have explicit obligations and tasks that include identifying and writing merchandise aspect necessities and stipulations that express existing and potential trade purposes for new goods or chief improvement on existing goods. Management is efficient with employees that are experts and have advertising, commerce expansion, client service collaborators to prepare and start missions in a timely manner within their finances. Management continues to account and assess value and authenticate the victory of fulfilled tasks (Linkedin, 2011).

Next Lutwin and Burke looked at systems and described this component as regulating plans and instruments that work, chiefly evident in the association’s incentives, management information systems, and in such supervised methods as routine reviews, goal setting, and distributing individual resources (Burke & Lutwin, 1992). In the NutriSystem product they want their workers to have the best treatment, therefore, they developed a Equity Incentive Plan, Corporate Gift Card Program, and Gift Card Partners as well as adopting professional accounting standards to guarantee the company will identify, assess, show, and reveal monetary information. They hold “Fair Value Measurements, Financial Assets, and Liabilities” and continue to do what is necessary to produce an honest and securely measured business (Wikinvest, 2009).

Burke and Lutwin identified the next variable as climate which they viewed as collective modern imitations, potential, and thoughts that affiliates of neighboring job divisions have that, in doing so, influence their dealings with their superiors, with each other, and with other groups (1992). The NutriSystem teams come together to make a vast attempt to add extra insight and how to change the situation of its trade name and boost diffusion on this hefty and emerging selling items, and the communication helped determine that food quality and assortments, quality and motivation could be a hindrance for the company and classification universally. Offering frozen foods that had decreased in cost, providing more products in diet plans, with bargains was a way to attract new and established customers, and with dropping the prices, they did see change with customer feedback from consistently working at giving the customers what they want (Redling, 2011).

The two experts go on to look at task requirements and individual skills/abilities which they described as the expected mannerisms for effective business operations that comprised precise techniques and facts needed of individuals to complete the tasks for which they are expected to finish and for which they feel frankly accountable (1992). These dedicated employees main focus is to help people who are overweight change their lives for the better. They work hard and are driven, share their education, knowhow of dieting, and put forth an effort for each person to feel special and help motivate them to master all the goals while they are in the program that is best for them. They feel like they are one of the biggest solutions for people to want to lose weight and live healthier because they also have the mind set of having a healthy diet to bring home and encourage to their own friends and families and the importance to eating right (NutriSystem, 2011).

Furthermore, another important variable companies must obtain is individual needs and values which Lutwin and Burke state are the precise mental issues that offer desire and worth for personal actions or thoughts (1992). The dieting company feels that, again, their people are the number one cause their weight loss company maintains their accomplishments because the teams are devoted to their own values that solid efforts and modernization develops in to achievement. NutriSystem also respects routines that are artistic and flourish in calm and trouble-free surroundings by looking at potential employees that are capable with an abundance of dexterity, yet the company is also willing to reward these teams for their hard work and commitment in a variety of ways (NutriSystem, 2011).

The last variable, and maybe one of the most important ones is motivation which the two authors identify as provoked actions to move toward goals, receive desirable deeds, and persevere in anticipation of contentment is achieved, and this component is the answer to the power produced by the amount of success (1992). The dieting company thrives on motivational practices and attitudes especially from the employees that work one on one with the members who are special dieting plans and are serious and dedicated to losing weight. The Board holds incentives and rewards for the workers just as much as they like to motivate the customers because they know that a lot of people that want to change their lives struggle can easily give up, and it can cause failure in all divisions of a business. If they continue to motivate their employees to motivate and stay on top of the customers and their issues they guarantee the dieting plan will work for whoever pursues it (NutriSystem, 2011).

The diagram that Lutwin and Burke used starts at the top with the labeling of management practices with arrows that go back and forth to structure to the left and systems to the right and down is climate which we know is how the NutriSystem management operates in a set structure and system and what climate or atmosphere these committees, Board, and employees work. The structure label as an arrow pointing between it and the label for task and individual skills because the way the dieting plan/company works is through the specific tasks and techniques of the employees. The system label on the opposite side of the diagram has an arrow pointing to and from it and individual needs and values because the way the regulations within NutriSystem are set up affects the company’s individual needs and values. Therefore the arrow in the middle from climate, task and individual skills, and individual needs and values all point to motivation which is what makes the person have the desire to want to be successful in losing weight because of the competent skills and values of the employees. The motivation points to individual and organizational performance which means that when a company is motivated and has success it starts with the individuals within the organization and their talents, so if you were to look at this backwards it still makes sense. You would have the people within the company putting out motivational strategies would build up their climate, skills, and values, which would go with the company’s structures, policies, and managerial practices (1992).

When motivation is a key factor in a business it makes all the difference in the world because the people within that company have a desire to want to make a difference in the business they work in, the people around them, and the people that hire them to help them become motivated as well. When customers see the drive, happiness, and sincerity of dieticians wanting to help them aim and reach these goals they are more willing to try the program, more apt to persuade other family members and friends to try, and they also have a higher level of self-esteem and really want to be healthy and more conscious about what they are eating. When you have responsible and motivational attitudes from different levels of the company they do reflect the customers, and then in return the customers’ time and success is profit to the business.

References

Linkedin. (2011, July 1). E-commerce product manager. Retrieved from http://www.linkedin.com/jobs/jobs-ECommerce-Product-Manager-1736370

NutriSystem. (2011). Corporate governance — committee. Retrieved from http://phx.corporate-ir.net/phoenix.zhtml?c=66836&p=irol-govcommcomp

NutriSystem. (2011). Jobs. Retrieved from http://www.nutrisystem.com/jsps_hmr/careers/index.jsp

Redling, J. (2011, February 24). Nutrisystem ceo discusses q4 2010 results-earnings call transcript. Seeking alpha. Retrieved from http://seekingalpha.com/article/254980-nutrisystem-ceo-discusses-q4-2010-results-earnings-call-transcript

Wikinvest. (2009, March 6). NTRI topics accounting for lease related expenses. Retrieved from http://www.wikinvest.com/stock/NutriSystem_%28NTRI%29/Accounting_Lease_Related_Expenses

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