C721 – Change Management Task 1 C721 – Change Management Task 1 A.The Need for Change The goal of a change management consultation is to combine the internal company knowledge of existing leadership with the chang
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C721 – Change Management Task 1 C721 – Change Management Task 1 A.The Need for Change The goal of a change management consultation is to combine the internal company knowledge of existing leadership with the change-centered expertise of an outside consultant, producing the best possible plan for a given company (and avoiding mistakes others have already made.) In the case of Manufacturing Company, we have been able to survey your current operations, identify strengths and weaknesses, and outline a plan for moving forward. Change is needed within Manufacturing Company to: (1) resolve the problems caused by operating a multimillion dollar operation with procedures and systems adequate only for a small business, (2) enable continued growth in sales dollars and footprint, and finally (3) construct a basis for which leadership will be able to respond to future events, both challenges and opportunities. There are several useful models that can guide and explain organizational change. In this case, we will work with what is referred to as “the organizational life cycle model.†This is a 5-step model that surveys an organization from its beginnings on through maturity, and is very helpful in how it places ongoing struggles within a company in context with the experiences of many other companies, and can help predict what is likely to come next. You may have heard the term “punctuated equilibrium†in other contexts to describe periods of normal function followed by some kind of big change, or uphea. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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