WGU C721 Task 1 |Latest Update with Complete
Solution
Change Management Performance Assessment
Western Governors University
A. Discuss..the..need..for..change..for..the..Company..in..the..scenari
o..using..either..the..systems..contingency..model..or..the..organi
zational..life..cycle..model.
The..Company..needs..change..to..stay..competitive..and..continue..
to..grow...The..organization..can..manage..this..change..and..prepare
..for..necessary..future..changes..by..using..the..Organizational..Life
cycle..Model...The..Organizational..Lifecycle..Model..states..that..th
e..Company..is..in..its..second..crisis,..the..crisis..of..autonomy...The..
acclimation..of..new..employees..in..the..Company's..international..
markets,..adapting..to..the..culture,..and..empowerment..to..do..their.
.jobs..with..autonomy..are..all..steps..the..Company..needs..to..take.
Once..new..employees..are..incorporated..successfully,..the..Orga
nizational..Lifecycle..Model..will..help..the..Company..measure..gro
wth..and..prepare..for..implementing..future..changes.
B. Describe..the..differences..(at..least..two)..between..a..learnin
g..organization..and..a..traditional..organization.
• Two..differences..between..learning..and..traditional..organizations
..come..from..how..they..react..to..change..and..think..about..their..e
mployees...A..traditional..organization..is..change..averse...Traditi
onal..organizations..try..to..stick..to..what..has..worked..in..the..past...
Learning..organizations..seek..out..change...Learning..organizatio
ns..know..that..change..is..a..growth..machine...If..an..organization..c
an..use..change..wisely,..it..unlocks..potential...A..traditional..organi
zation..sees..employees..as..tools,..whereas..a..learning..organizat
ion..sees..employees..as..intellectual..capital...Traditional..organiz
, ations..see..value..in..employees..by..how..much..they..produce...Le
arning..organizations..see..employees..as..a..growth..machine..that
..can..offer..more..than..just..output;..they..can..also..generate..ideas.
.and..increase..efficiency.
1. Identify..which..stage..of..Woolner's..5-
stage..model..the..Company..is..currently..in.
• The..organization..is..in..stage..2..of..Woolner’s..5-Stage..Model.
a.. . Explain..why..the..Company..is..currently..in..the..identified..stage..
of..Woolner's..5-stage..model.
• The..Company..is..in..stage..2..of..Woolner’s..model..because..the
y..recognize..the..need..for..change..and..utilize..outside..trainers.
Solution
Change Management Performance Assessment
Western Governors University
A. Discuss..the..need..for..change..for..the..Company..in..the..scenari
o..using..either..the..systems..contingency..model..or..the..organi
zational..life..cycle..model.
The..Company..needs..change..to..stay..competitive..and..continue..
to..grow...The..organization..can..manage..this..change..and..prepare
..for..necessary..future..changes..by..using..the..Organizational..Life
cycle..Model...The..Organizational..Lifecycle..Model..states..that..th
e..Company..is..in..its..second..crisis,..the..crisis..of..autonomy...The..
acclimation..of..new..employees..in..the..Company's..international..
markets,..adapting..to..the..culture,..and..empowerment..to..do..their.
.jobs..with..autonomy..are..all..steps..the..Company..needs..to..take.
Once..new..employees..are..incorporated..successfully,..the..Orga
nizational..Lifecycle..Model..will..help..the..Company..measure..gro
wth..and..prepare..for..implementing..future..changes.
B. Describe..the..differences..(at..least..two)..between..a..learnin
g..organization..and..a..traditional..organization.
• Two..differences..between..learning..and..traditional..organizations
..come..from..how..they..react..to..change..and..think..about..their..e
mployees...A..traditional..organization..is..change..averse...Traditi
onal..organizations..try..to..stick..to..what..has..worked..in..the..past...
Learning..organizations..seek..out..change...Learning..organizatio
ns..know..that..change..is..a..growth..machine...If..an..organization..c
an..use..change..wisely,..it..unlocks..potential...A..traditional..organi
zation..sees..employees..as..tools,..whereas..a..learning..organizat
ion..sees..employees..as..intellectual..capital...Traditional..organiz
, ations..see..value..in..employees..by..how..much..they..produce...Le
arning..organizations..see..employees..as..a..growth..machine..that
..can..offer..more..than..just..output;..they..can..also..generate..ideas.
.and..increase..efficiency.
1. Identify..which..stage..of..Woolner's..5-
stage..model..the..Company..is..currently..in.
• The..organization..is..in..stage..2..of..Woolner’s..5-Stage..Model.
a.. . Explain..why..the..Company..is..currently..in..the..identified..stage..
of..Woolner's..5-stage..model.
• The..Company..is..in..stage..2..of..Woolner’s..model..because..the
y..recognize..the..need..for..change..and..utilize..outside..trainers.
