C721 CHANGE MANAGEMENT TASK GUIDE & NOTES
2026/2027
100% GUARANTEED PASS!!
<LATEST VERSION>
Executive Summary
The purpose of this report is to guide the scenario manufacturing company through
a structured transition from a traditional hierarchical organization into a learning
organization, leveraging established change management frameworks and
innovation strategies. The report outlines diagnosis, transformation strategies,
implementation planning, and sustainability measures.
,A. Diagnosing the Need for Change
1. Recommended Frameworks
Systems Contingency Model
o Focus: Fit between internal dimensions (strategy, structure, people,
technology) and external environment.
o Application: Evaluate whether current hierarchies, rigid workflows,
and siloed communication align with market demands, technological
advancement, and employee engagement.
Organizational Life Cycle Model (Greiner’s Model)
o Identify growth stage and associated crisis.
o Example Analysis for Scenario Company:
Stage: Direction (Early Growth Stage)
Crisis: Crisis of Autonomy – middle managers feel
constrained; innovation is slow.
o Implication: Without change, the company risks stagnation, employee
disengagement, and market irrelevance.
Solution Note:
The manufacturing company requires a transition to remain competitive, empower
employees, and foster continuous learning. Diagnostics highlight misalignment
between structure and strategic goals.
, B. Traditional vs. Learning Organizations
1. Key Differences
Feature Traditional Organization Learning Organization
Decision-Making Centralized, top-down Decentralized, participatory
Knowledge Flow Restricted, siloed Open, shared across teams
Adaptability Slow to change Rapid and continuous
Leadership Command and control Facilitator, coach
Employee Role Execute tasks Contribute ideas, innovate
2. Assessing Current Stage (Woolner’s 5-Stage Model)
Stage Identified: Stage 3 – Developing the Organization (Maturation)
Characteristics:
o Some processes formalized, but communication gaps exist.
o Resistance to change is moderate.
o Learning is sporadic rather than systematic.
3. Applying Senge’s 5 Disciplines
Discipline Application to Scenario Company
Personal Encourage employees to pursue professional growth; provide
Mastery training and development opportunities.
Mental Identify outdated beliefs about hierarchy and authority; challenge
Models assumptions through workshops and reflective sessions.
Shared Collaboratively develop a company-wide vision emphasizing
Vision innovation, continuous learning, and adaptability.
2026/2027
100% GUARANTEED PASS!!
<LATEST VERSION>
Executive Summary
The purpose of this report is to guide the scenario manufacturing company through
a structured transition from a traditional hierarchical organization into a learning
organization, leveraging established change management frameworks and
innovation strategies. The report outlines diagnosis, transformation strategies,
implementation planning, and sustainability measures.
,A. Diagnosing the Need for Change
1. Recommended Frameworks
Systems Contingency Model
o Focus: Fit between internal dimensions (strategy, structure, people,
technology) and external environment.
o Application: Evaluate whether current hierarchies, rigid workflows,
and siloed communication align with market demands, technological
advancement, and employee engagement.
Organizational Life Cycle Model (Greiner’s Model)
o Identify growth stage and associated crisis.
o Example Analysis for Scenario Company:
Stage: Direction (Early Growth Stage)
Crisis: Crisis of Autonomy – middle managers feel
constrained; innovation is slow.
o Implication: Without change, the company risks stagnation, employee
disengagement, and market irrelevance.
Solution Note:
The manufacturing company requires a transition to remain competitive, empower
employees, and foster continuous learning. Diagnostics highlight misalignment
between structure and strategic goals.
, B. Traditional vs. Learning Organizations
1. Key Differences
Feature Traditional Organization Learning Organization
Decision-Making Centralized, top-down Decentralized, participatory
Knowledge Flow Restricted, siloed Open, shared across teams
Adaptability Slow to change Rapid and continuous
Leadership Command and control Facilitator, coach
Employee Role Execute tasks Contribute ideas, innovate
2. Assessing Current Stage (Woolner’s 5-Stage Model)
Stage Identified: Stage 3 – Developing the Organization (Maturation)
Characteristics:
o Some processes formalized, but communication gaps exist.
o Resistance to change is moderate.
o Learning is sporadic rather than systematic.
3. Applying Senge’s 5 Disciplines
Discipline Application to Scenario Company
Personal Encourage employees to pursue professional growth; provide
Mastery training and development opportunities.
Mental Identify outdated beliefs about hierarchy and authority; challenge
Models assumptions through workshops and reflective sessions.
Shared Collaboratively develop a company-wide vision emphasizing
Vision innovation, continuous learning, and adaptability.
