C721-Task Template Dec 2023

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Western Governors University *

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C721

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Management

Date

Jan 9, 2024

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docx

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Uploaded by ChefMask25683

A. Model: Systems Contingency -Input: Leadership: -Transformation The leadership in this company does not make a comfortable environment for its employees to express their concerns and feelings which can have a negative impact on morale and employee/company growth. The transformation that needs to occur for this issue is a better work culture. A better work culture starts with the leadership and the standards that they set. If employees are not comfortable with their leadership, it can create a toxic work culture and result in unhappy employees. -Output This affects every level. If employees feel heard and believe they have growth opportunities within the company, they will perform better on an individual level which will allow them to collaborate better which will affect the group level. Productive and positive team collaboration directly positively affects the organization. B. A traditional organization, much like the organization described in this activity’s scenario focuses heavily on a linear chain of command and a deviation from that specific chain of command is frowned upon. A learning organization provides more open communication amongst its employees and promotes more personable relationships no matter how significant the employee’s role is. A traditional organization frowns upon individuality and decision-making/the sharing of opinions and promotes a more strict set of rules to follow that does not promote any sort of deviation. Whereas a learning organization promotes open communication in regard to work and company growth. 1. I believe that the company is currently in the beginning of stage 2, developing the organization a. I believe that the company is currently in the beginning steps this stage because they have acknowledged that there is minimal training and they have not invested in the area. It is not quite at stage three in my opinion because it does not appear that there is any current value in learning within the company 2. Shared vision pertains to a company’s ability to create and maintain a positive sense of direction that is positively communicated up and down the chain of command. This discipline can be achieved by this company by the leadership reviewing the company’s history in all areas and determining a business outlook of where they want the business to go. The appropriate team(s) can then create training, sales, and development plans that they believe will achieve these company goals. Once those plans are approved by the proper management, that

team will then distribute the plan to each subsequent team and the process will be repeated until the company has a good plan with all necessary inputs. Systems Thinking pertains to how all the departments work together. I believe that this coincides with the shared vision discipline. This will be improved within the point made earlier of pushing the ideas from the upper management all the way down to the lower-level employees and allowing input from all levels. With this, there should be an establishment of how the teams will work together when needed to establish different goals or tasks. Team learning pertains to the positive development and training of company policies and employee growth. This discipline can be achieved by the company by forming a specific training team. If the company does not have the personnel to have a sole training team currently, this can be a collateral as they continue to work their normal jobs. However, if this is the case, the company should form a budget to be able to create an individual training team that can focus on what is required for the company to continuously develop while also ensuring the individual professional development of the employees. Personal Mastery pertains to personal growth, training, and development. The more a person is able to develop on their own level, the more they can contribute to the company. Personal mastery also can promote morale. When people can grow personally and professionally, they are generally happier. This discipline can be achieved by points stated in the team learning explanation of creating a training team that can focus on how individuals and teams can continuously learn and progress. Mental Models pertains to having a common understanding of the companies values and outlook. This discipline can be achieved when all of the 4 previous disciplines are met. Once these disciplines are properly achieved and communicated, should write and document avenues such as a mission statement, job expectations and promotion expectations. These avenues will allow employees to understand what the company stands for, what is expected from them at their current level and the types of things management expects to see when looking to promote. C. The quadrant I picked is reconstruction where end result is realignment and the nature of the change is Big Bang. 1. I believe that the reconstruction stage is necessary for this company because of how quickly the company is growing globally. It is easier to initially train new employees than to re-train seasoned employees on the basics. As the company is continuously getting new employees it is important that they feel valued and are able to grow within the company. I believe that this will require an abrupt realignment due to the nature of the continuous expansion of the company’s sales while the employees are stagnant. D. The company should identify the problems . This is important to start off any sort of change within a company. When identifying the problem, the company should

outline every subsequent effect that this problem has and not only the initial problem. Fixing only the big problem is the equivalent to just putting a band aid immediately on a wound. The wound will not heal is if is not properly cleaned and cared for. Smaller issues need to be fixed so the big issue does not reoccur in the long run. The company should consult with a change management expert . The expert will have ideas and resources on how to fix or aid the issue. Formulating a preliminary diagnosis is part of the planning stage. This allows a sort of rough draft of what may be able to fix the problem. These diagnoses should be communicated throughout management and supervisors in order to ensure that the team is making the best decisions. The team needs to implement these changes and continuously monitor in order to ensure that the changes are effective. If the changes are not effective, the company implement a back-up plan. E. Two innovation strategies that management could use to transition the company in a scenario from a traditional organization to a learning organization are exploration and Innovation roles. 1. Idea champions will help the company because it will ensure the company has a person, or multiple people, focused on positive change to help lead the company in a good direction. An idea cannot in not effective until there is an action associated with it. Having specific people assigned as idea champions combined with collaborative effort from the entire company will ensure ideas do not fall behind. New venture teams can help the company recreate their training program and help team building efforts through creativity. F. The first step from Kotter’s 8-step model that could be applied to the change process for the company is establishing a sense of urgency . This step allows management to fully inform employees on the change that is happening and the nature of the change. If policies are just put into place without informing employees, the deviation may cause a lot of frustration. Completing this step is a catalyst for migrating to a bottom up, inclusive company. The second step from Kotter’s 8-step model that could be applied to the change process is forming a powerful guiding coalition. This step encourages cooperation and communication from the entire company instead of only the initiating team. Changes in a company involve everyone being on board. However, the coalition itself are a group of leaders set to get everyone on board and implement the specific changes that need to be made. The third step from Kotter’s 8-step model that could be applied to the change process is developing a vision and strategy . This step encourages proper communication of the changes that need to be made and a plan for the company to implement the changes. The fourth step from Kotter’s 8-step model that could be applied to the change process is empowering others to act on the vision . This step promotes open

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communication from the top of the management chain to the bottom of the chain. If employees feel heard and are allowed input, they will be more motivated to advocate for the change within the company. G. The pillar of leadership can be applied to sustain the learning organization environment by continuous reviews by speaking directly with all necessary employees. This could be achieved by quarterly, semi-annual, or annual reviews. In the beginning I believe would be best to do quarterly reviews to touch base with everyone to see how the changes are affecting them. Then once we see that positive change is being sustained, those reviews can move to semi-annual, then annual. The pillars of strategy, culture, and stucture can be applied to sustain the learning environment by promoting a bottom-up, open communication sort of company. This can be done with the same steps that coincide with what can be done to change the leadership pillar. Those things would include, allowing input from lower-level employees so they feel heard. The first step to making changes are changes in the mindset of leadership.The pillar of systems can be applied to sustain change by continuously making sure all information and systems are up to date.

C721-Task Template Dec 2023

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