Change Management Paper.docx Change Management NJP1 Task 1 A.  Discuss the need for change for the company in the scenario using either the systems contingency model or the organizational life cycle model. The Org
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Change Management Paper.docx Change Management NJP1 Task 1 A.  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 is a very generalized model that acts as a roadmap for the company as it matures. It explains the types of crises and challenges organizations face as they age using the five phases of growth: creativity, clear direction, delegation, coordination, and collaboration. Each phase is depicted by management style used to recognize growth, but each stage has a crisis that must be solved before growth can occur. Clear direction has many pros for a traditional organization but not a learning organization which the company would like to become. In clear direction you have a hierarchy system which does not allow room for independent growth. It promotes a structured culture where communication is all formal and only allows for management to make decisions. The crisis of autonomy is typically but occurs in the phase. To solve this crisis so growth can occur leaders but must learn to share responsibility with lower level managers and employees. B.  Describe the differences between a learning organization and a traditional organization. A traditional organization has multiple levels of chain of command which impedes the response time from the top to bottom. Whereas in a learning organization there are fewer levels in the power structure making the response time from. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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