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(C721- Task1) Change Management C721_Task_1
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(C721- Task1) Change Management
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C721 Task 1A. Discuss the need for change for the company in the scenario using either the systems
contingency model or the organizational life cycle model.
The Organizational Life Cycle Model proposes that businesses, like humans, animals and other
organisms, go through identifiable stages of growth and development. In the Organizational Life
Cycle Model, there are five stages: The Entrepreneurial Stage, Collectivity Stage, Formalization
Stage, Elaboration Stage, and Revitalization or Decline Stage. In order to proceed to the next
stage at each level, the organization must overcome a specific crisis. In Stage 1, growing with
creativity will lead to a crisis of leadership. In Stage 2, growing through direction leads to a
crisis of autonomy. In Stage 3, growth through delegation leads to the crisis of control. In Stage
4, growing through coordination eventually leads to the red tape crisis. Finally, in Stage 5,
growth with collaboration and innovation can lead to revitalization or decline (Acrobatiq, 2017).
The manufacturing company in the scenario is in Stage 2, The Collectivity Stage. In this stage,
organizations tend to have a top down, strong hierarchical organizational structure. These firms
are efficient, and leadership has a directive leadership style. Additionally, organizations in Stage
2 aren’t very diverse and don’t emphasize employee growth and development (Acrobatiq, 2017).
This perfectly describes the scenario company. They need assistance changing in order to
progress to the next stage in the Organizational Life Cycle.
B. Describe the differences between a learning organization and a traditional organization.
A Learning organization focuses on using learning opportunities to help it reach its goals, and so
endless learning opportunities are provided. Creativity, innovation, and empowerment are an
integral part of the culture, and these types of organizations encourage questions and open
, conversation between leadership and subordinates. Learning organizations also have a relatively
high risk tolerance (Acrobatiq, 2017).
A Traditional Organization, on the other hand, is the compete opposite. It is characterized by
things such as: slow response times, rigidity, and an obedience culture. Information moves
slowly up and down the chain of command, and workers are not allowed to make decision on
their own. Innovation is hindered and there is a low tolerance for risk or failure (Acrobatiq,
2017). Based on the information provided in the scenario, the manufacture company that is
looking to change is currently a Traditional Organization.
1. Identify which stage of Woolner’s 5-stage model the company is currently in.
The manufacturing company is currently in Stage 3 of Woolner’s 5 Stages.
a. Explain why the company is currently in the identified stage of Woolner’s 5-
stage model.
Woolner’s 5 Stage Model describes the five stages a firm goes through when evolving
into a learning organization. Stage 3 firms have begun to understand the importance of
learning for their employees and start providing training opportunities. According to the
text, “these learning situations still are not part of the organization’s regular operations;
however, they are valued as integral to the company’s growth” (Acrobatiq, 2017, p. 97).
The manufacturing company has realized the need for their organization to become a
learning organization. The company is at Stage 3, because leaders have realized how
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