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CHANGE MANAGEMENT
Competencies:
1.1: Change Management Theories - The graduate summarizes the theories related to change management.
1.2: Diagnosing and Planning for Change - The graduate explains how organizations diagnose the need for change and determine recommended approaches for implementing change.
1.3: Innovation and Leadership - The graduate describes different innovation strategies and the role leaders play in innovation.
1.4: Implementing Change - The graduate explains the various approaches to implementing change and the roles that leaders and other stakeholders fulfill.
1.5: Sustaining Change - The graduate explains the strategies, principles, roles, and models for sustaining change.
1.6: The Learning Organization - The graduate explains how learning organizations develop and how learning organizations and traditional organizations approach change differently.
Change Management Consultation
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.
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.
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