Change management

C721 – Change Management
Tips to successfully demonstrate competency for each section of the performance task.

Scenario:
You have been hired as a change management consultant for a manufacturing company. The leadership of the company currently uses a top-down management approach. The organizational structure is a hierarchy (pyramid type). Employees are not encouraged to be creative or make suggestions or decisions. They are also not encouraged to experiment and come up with new solutions to problems.
The company has grown rapidly over the past decade, from generating $1 million in sales to $100 million. In the past year, the company expanded its business internationally and now has 500 employees worldwide. Due to the rapid growth of the company, the organization has not invested in training and development opportunities for its employees to drive innovation and process improvements. Additionally, the company’s processes and software systems for inventory management have become antiquated.
As the change management consultant, you will provide a report for the executive leadership team where you diagnose the need for change and explain how to plan for change, how to implement change, and how to sustain change. You will also explain how the company can transition to a learning organization in order to be on the forefront of change and innovation.
Requirements:

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Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. A similarity report is generated at the same time the work is submitted. If the paper exceeds the 30% limit, please pull back the submission and revise for a lower score.

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

A. Discuss the need for change for the company in the scenario using either the systems contingency model or the organizational life cycle model.

B. Describe the differences between a learning organization and a traditional organization.
1. Identify which stage of Woolner’s 5-stage model the company is currently in.
a. Explain why the company is currently in the identified stage of Woolner’s 5-stage model.
2. Explain how the company from the scenario would use Senge’s 5 disciplines to become a learning organization.

C. Identify the type of change and the rate of change to take the company from a traditional organization to a learning organization using Balogun and Hope-Hailey’s model.

Note: You may either identify both the type of change and rate of change individually or identify the name of the quadrant in Balogun and Hope-Hailey’s model that aligns to the type and rate of change.

1. Explain why the type of change and rate of change would be appropriate for the company in the scenario using Balogun and Hope-Hailey’s model.

D. Discuss how four steps of the action research model could be applied to the change process (traditional organization to learning organization) for the company in the scenario.

E. Recommend two innovation strategies that management could use to transition the company in the scenario from a traditional organization to a learning organization.
1. Explain how one recommended innovation strategy would be used by management in the company’s change process.

F. Discuss how four steps of Kotter’s 8-step model could be applied to the change process for the company in the scenario.

G. Explain how each of the five pillars of sustainable change could be applied to sustain the learning organization environment of the company in the scenario.

H. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased or summarized.

I. Demonstrate professional communication in the content and presentation of your submission.

Not Evident
Approaching Competence
Competent
Articulation of Response (clarity, organization, mechanics)
The candidate provides unsatisfactory articulation of response.
The candidate provides weak articulation of response.
The candidate provides adequate articulation of response.

To be competent in this aspect of the task, the submission must be well organized and use proper grammar. If you have any difficulty with this aspect, please contact the WGU Writing Center @ https://my.wgu.edu/success-centers/writing-center/for/1028387

A. Addressed need for change and Systems Contingency or Organizational Life Cycle Models

A discussion of the need for change is not provided.

The discussion does not accurately describe the need for change for the company in the scenario or the discussion does not use either the systems contingency model or the organizational life cycle model.

The discussion accurately describes the need for change for the company in the scenario using either the systems contingency model or the organizational life cycle model.

There are two specific components to address: 1) The company’s need for change and 2). clearly articulate a description of the systems contingency model, including its three phases, or clearly describe the organizational life-cycle model, including its five phases of growth.
Why does the company need to change? What does the applicable model represent? How can they benefit an organization in preparing for and considering change initiatives?
The systems contingency model does not provide a set answer or solution in relation to the best strategic approach. It does, however, help simplify the complexities of the organization and is required to cover all the ad-hoc situations that may surface. There are three input phases that must be included in this response. A clear explanation of each phase must also be included.
The organizational life-cycle model depicts the life cycle of an organization from its inception to its closure. When responding to this requirement, ensure you include the sequence or occurrences depicted in this model. These are not random events. Clearly present the five phases in order of occurrence and explain each phase correctly and completely.

B. Learning vs Traditional Organization

A description of differences between a learning organization and a traditional organization is not provided.

The description identifies one or more differences between a learning organization and a traditional organization that are inaccurate.

The description accurately identifies differences between a learning organization and a traditional organization.

There are significant differences between a traditional organization and a learning organization. In their most basic form, a traditional organization assumes that what has worked in the past will continue to work in the present and the future. Whereas learning organizations develop internal structures that can respond to change and help organizational members behave proactively. The purpose is to empower members at all levels to accept change as a positive part of the organization’s existence. The student will identify at least two differences between a traditional organization and a learning organization.

B1. Woolner’s 5 Stages

An identification of a stage of Woolner’s 5-stage model is not provided

The identified stage of Woolner’s 5-stage model is inaccurate for the company from the scenario.

The identified stage of Woolner’s 5-stage model is accurate for the company from the scenario.

Woolner identifies 5-stages a company goes through on their journey to become a learning organization. The student will correctly identify which stage the company from the scenario is currently in.

B1a. Woolner’s 5 Stage Explanation

An explanation of the Woolner stage identified in part B is not provided.

The explanation does not logically discuss why the Woolner stage identified in part B accurately describes the current stage of the company from the scenario.

The explanation logically discusses why the Woolner stage identified in part B accurately describes the current stage of the company from the scenario.

The student must provide justification and supporting evidence to explain why they selected the stage they selected for the company from the scenario.

B2.
Senge’s 5-Disciplines

An explanation of how the company would use Senge’s 5 disciplines is not provided.

The explanation does not accurately identify each of Senge’s 5 disciplines, or the explanation does not logically discuss how the company would use each of Senge’s 5 disciplines to become a learning organization.

The explanation accurately identifies each of Senge’s 5 disciplines and logically discusses how the company would use each of the identified disciplines to become a learning organization.

Peter Senge is credited for popularizing the term ‘learning organization’ in his 1990 best-selling book titled The Fifth Discipline: The Art and Practice of the Learning Organization.
As such, list and explain how the company from the scenario would use each of Senge’s 5 disciplines to become a learning organization.
C. Type and Rate of Change

An identification of type of change and rate of change is not provided.

The type of change or rate of change is incorrectly identified using Balogun and Hope-Hailey’s model, or the type of change or rate of change is not identified using Balogun and Hope-Hailey’s model.

The type and rate of change are each correctly identified using Balogun and Hope-Hailey’s model.

Identify the type of change and the rate of change to take the company from a traditional organization to a learning organization using Balogun and Hope-Hailey’s model. Explain why this type of change is appropriate for the organization in the scenario that wants to move from a traditional organization to a learning organization.

Note: You may either identify both the type of change and rate of change individually or identify the name of the quadrant in Balogun and Hope-Hailey’s model that aligns to the type and rate of change.
If you use the name of the quadrant, then indicate the type and rate of change that is part of that
quadrant.

C1.
Explanation of Type and Rate of Change

An explanation of the type and rate of change identified in part C is not provided.

The explanation does not logically discuss why both the type and rate of change identified in part C would be appropriate for the company in the scenario, or the explanation does not use Balogun and Hope-Hailey’s model.

The explanation logically discusses why both the type and rate of change identified in part C would be appropriate for the company in the scenario using Balogun and Hope-Hailey’s model.

Explain the type and rate of change as described by Balogun and Hope-Hailey’s model as the organization in the scenario transitions from a traditional organization to a learning organization.

D. Action Research Model

A discussion of 4 steps of the action research model is not provided.

The discussion of 4 steps of the action research model does not logically describe how each step could be applied to the change process for the company in the scenario.

The discussion accurately identifies 4 steps of the action research model and logically describes how each step could be applied to the change process for the company in the scenario.

The action research model assists workers in identifying a problem, developing a resolution, implementing a solution, and analyzing the final results. It consists of nine structured steps. Clearly identify 4 of these steps and describe how each step could be applied to the change process in the
scenario.

E. Innovative Strategies

The 2 recommended innovation strategies are not provided.

The 2 innovation strategies recommended includes one or more innovation strategies that are illogical or inappropriate for transitioning the company in the scenario from a traditional organization to a learning organization.

The 2 innovation strategies recommended for management are logical and appropriate for transitioning the company in the scenario from a traditional organization to a learning organization.

Recommend two (2) innovation strategies that are logical and appropriate to aid the organization as they transition from a traditional organization to a learning organization.

E1. Explanation of Innovative Strategies

An explanation of how an innovation strategy could be used in the company’s change process is not provided.

The explanation does not logically discuss how an innovation strategy would be used by management in the company’s change process, or the explanation does not discuss an innovation strategy recommended in part E.

The explanation logically discusses how an innovation strategy recommended in part E would be used by management in the company’s change process.

Use one of the innovation strategies and explain how it can be applied to help the organization in the scenario transition from a traditional organization to a learning organization.

F. Kotter’s 8-Step Change Process

A discussion of 4 steps of Kotter’s 8-step model is not provided.

The discussion of 4 steps of Kotter’s 8-step model does not logically describe how each step could be applied to the change process for the company in the scenario.

The discussion accurately identifies 4 steps of Kotter’s 8-step model and logically describes how each step could be applied to the change process for the company in the scenario.

John Kotter introduced an 8-step change process. In response to this prompt requirement, list four (4) steps and explain what is accomplished (or should be accomplished) in each step. Be sure to apply each step to the organization in the scenario as they move from a traditional to a learning organization.

G. Five Pillars of Sustainable Change

An explanation of how the five pillars of sustainable change could be used to sustain the company’s learning organization environment is not provided.

The explanation does not logically discuss how each of the five pillars of sustainable change could be applied to sustain the learning organization environment of the company in the scenario.

The explanation logically discusses how each of the five pillars of sustainable change could be applied to sustain the learning organization environment of the company in the scenario.

Besides just listing the five (5) pillars of sustainable change, clearly provide an explanation of how each of the five pillars of sustainable change could be used to sustain the company’s learning organization environment.

H. Sources
The submission does not provide both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized.
The submission includes in-text citations for sources that are quoted, paraphrased, or summarized, and a reference list; however, the citations and/or reference list is incomplete or inaccurate.
The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

APA Formatting is required for all in-text citations and references. Every reference that is listed on the Reference page should have been cited in-text in your response. If you did not cite a source in-text, remove the source from the reference list.
If you are unfamiliar with this style of writing, Please contact the WGU Writing Center @ https://my.wgu.edu/success-centers/writing-center/for/1028387
This community is designed to help students with general writing skills and APA formatting. The mentors are excellent and available to schedule individual appointments, as needed. The APA citation reference for Acrobatiq is provided in the ‘Course Tips’ section of the course.

I. Professional Communication

Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic.

Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective.

Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent

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