Unformatted text preview: Trey Ripka
The company in the scenario needs change using the cycle model of organizational life. The
company in the scenario seems to be in the second stage of the Organizational Life Cycle Model.
Direction of Growth stage; the company at this point and time is not innovative; therefore, does
not show any creativity. Departments and sections within the company do not work together to
achieve goals. When employees are not showing their creative side, no innovations can be
created; as a result, the company remains stagnant. When parts of a company are not working
together goals cannot be achieved. It was stated in the scenario that the company’s computer
systems are old and worn. The combination of out dated systems, lack of innovation, and
selfishness will hold the company back in the competitive industry.
Learning organizations focus on teaching and providing concepts to employees in hopes they
will grasp the concepts and hopefully innovate for the future. Therefore, when an employee is
taught how to do something, they will look for an easier way to do it and change the process for
the future entirely. Learning organizations are independent and flexible; they are forever
changing and adapting to whatever helps the organization thrive. Traditional organizations are
based upon how they are set up. (Acrobatiq, 2017) Issues and concepts use a hierarchy, they start
at the base and move their way up to the highest spot. Traditional organizations often lag in pace compare to learning organizations because of the ladder decisions must go through in a
traditional environment. Traditional organizations often have specialized department roles;
delegation is used as a tool to give others more power if bosses at the top become to
overwhelmed with duties. B1,A
The company in the scenario is in the third stage of Woolner’s Five Stage Model. The company
in The Mature Organization stage because they are a well-established brand that has become a
global company. Profits have grown to the hundred millions. In the third stage for companies
learning is important to the company’s future. (Acrobatiq, 2017) Become innovative is vital for
companies at this stage to compete and remain at the top of the industry. This company
demonstrates the third stage because the company is in need of learning and innovation.
Learning has not yet become integrated within the company; however, it is important to the
cause. Also this is demonstrated because the company has not invested in training employees or
Senge’s 5 disciplines would be helpful for this company to achieve learning organization status.
Senge’s 5 principles help a company develop thinking systems, mastering, models of the mind,
sharing a vision, and learning within a team. (Acrobatiq,2017) These principles result in
innovative business that continuously learn and innovate. Developing thinking systems in the
scenario’s company will allow the company to develop new ideas to innovate what is currently
taking place. Mastering would enable employees to develop and become highly knowledgeable in every aspect of what they learn. Mental models and shared vision allow more than one person
in the organization to work together finally to achieve goals. Team learning also brings sections
together to achieve as a whole group. Each of these principles would bring the organization
together and allow employees to become innovative; therefore, helping the organization remain
on top. C-C1
Balogun and Hailer have developed a process of organizational change. (Acrobatiq,2017) Steps
one through three of this model demonstrate the end result and nature of change. Nature of
change could be slow moving or abrupt change brought on by the end result of changes. Steps
one through three allow the current position to be analyzed, a decision based upon what kind of
change must take place, and identify what the position should entail after the change takes place.
The end result and nature of change would be appropriate for this company because it is in need
of learning organizations concepts. Employees must begin to learn and innovate to allow change
for the organization to remain dominant. These steps allow for change in the organization and set
guidelines how things will be run after the change will take place. This will enable collaboration
between departments; ultimately, letting the company run more smoothly. The end result would
be a transformation for this company. It requires a large transformation and a change of ideas and
concepts to a learning company to become innovative and become a powerhouse in the industry.
The Nature of change will be a big bang for this company. The company as a whole, needs to
change to learning because of its rapid growth. To continue this growth, processes need to change immediately. The end result of a transformation would be needed for the company to
thrive. A complete change of ideas from a traditional organization is needed to enable innovation
and open-mindedness of a learning organization. The nature of change of a big bang is required
for this company because the close-mindedness of a traditional organization does not allow
opinions from employees to enable and affect change in an organization. A big bang would
enable power in the organization to become classified as a learning organization ultimately.
Four steps of action that could be used to help this company change from traditional to learning
include: Identifying the problem, formulate diagnosis, plan action steps jointly, and implement.
(Acrobatiq,2017) Identifying the problem would allow employees in the company to learn that in
order to remain a dominant company changes to a learning organization must take place.
Formulating a diagnosis would show that the company must become innovative, learners, and
work together. Planning actions jointly would all the company to start working collaboratively
across departments to implement changes of learning, development, and collaborative working
for the future. Implementing should not be difficult because throughout the first few steps the
organization will test its innovation and collaboration; therefore, the organization will see that
becoming a learning organization should be a smooth transition for the company.
Two innovation strategies that management could use to allow easy transition include: creating
new markets and overcome stagnant growth. This company lacks innovation entirely; previously
the organization did not allow innovation or development of employees. Therefore, processes
were not changed or introduced to new ideas. Creating new markets uses innovation strategies to become dominant in markets and all vast profits. Overcoming stagnant growth allows a company
to innovate and develop allowing future change.
Overcoming stagnant growth involves the company and its employees to develop key strategies
of a learning organization. Innovating processes and developing new ideas allow the company to
overcome stagnancy; growth can occur when a company is open to ideas and innovations. When
a company is closed minded they will not adapt to the market; therefore, the company as a whole
will not be successful. This innovation strategy would be used by management of the company
because the company as a whole needs innovation and open-mindedness to be able to thrive in
the market. F
Four steps of Kotter’s 8 steps that can be applied to this company include: Establishing urgency,
development of vision, empower others, anchor new approaches in culture. (Acrobatiq, 2017)
Establishing urgency will allow this company to demonstrate how important becoming a learning
organization is to company health. At this point it is sink or swim for this company; they must
move quickly if the company is to survive. Developing a vision allows the company set goals
and develop an idea where the company needs to be in the future. This allows employees to
adapt and develop processes to achieve the company’s goals. Empowering others demonstrates a
learning organization because it gives power to employees and allows innovation. Once
employees feel important they will become vital assets to a company because of their knowledge
and expertise. Anchor new approaches in culture show innovation and adaption because once a company can adapt to the outside world, the company can thrive. The world is forever changing
along with cultures. Companies that can adapt will be the most successful in their markets.
The following five pillars of change can be applied to this company: leadership, strategy, culture,
structure, and systems. (Acrobatiq, 2017) Leadership for this company will empower and allow
employees to become innovative. Innovation is vital for development and success in companies.
Strategy can allow departments to work together to develop new processes or give each other
power. Culture change of empowerment can allow employees to be proud of their work. Also a
company that can adapt to culture will thrive because the world is constantly changing. Structure
changes that take place in this organization will allow power to flow to employees and not only
the higher ups. Empowering employees will allow fast adaptations instead of the company’s
currently slow action implementations. System changes will allow this company to achieve
learning organizational goals because changes the processes entirely and how things run will
allow for change. Innovation and development that is favored because of system changes will
enable this new learning organization to thrive in a constantly changing world and market. Works Cited
Acrobatiq. (2017). Change Management. [Learning Resource for C721-Change Management]. Available
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