The systems contingency model would be appropriate as a framework responsible for conducting change management in this company. According to this model, the application of an optimal action towards leading a company, organizing a corporation, or making appropriate decisions is dependent upon both external and internal situations. The presence of a contingent leadership in a company leads to an effective application of unique leadership styles to different situations that may arise. Considering that the scenario presented in this particular company involves a leadership that uses a top-down management approach, there has not been an inclusive and consultative process in arrive at crucial decisions. Besides, this company has been operating based on a hierarchical organization structure that discourages and makes it extremely difficult for its employees to create innovative suggestions or become creative in the various roles and responsibilities. In that respect, there is a need for this company to change its structure and model of leadership to include the views of its employees in critical decision-making processes (Johnson, 2014).
A learning organization represents a company that is actively involved in facilitating continuous learning and training of its employees with the objective of attaining various levels of transformation (Johnson, 2014). In contrast, Johnson (2014) describes a traditional organization as a representation of the structure in the company where business operations happen hierarchically. In a traditional organization, the flow of power follows an upward and vertical direction. The employees of a company that follows the approach of a traditional organization are departmentalized are expected to exist along a given chain of command. In this case, the manager of a company is considered as the chief coordinator who is in charge of all departments. The stage of Woolner’s 5-stage model in which the company in the scenario currently exists is Stage II which refers to Developing the Organization. The company is in this particular stage since it demonstrates tendencies of trial and error as it seeks to find a formal process of learning. Besides, the company is yet to engage its employees in the process of learning through training. Nonetheless, the company has a solid business model for its products and is about to commence a formal process of learning.
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The Senge’s five disciplines include Building of Shared Vision, Mental Models, Systems Thinking, Personal Mastery, and Team Learning. Under the principle of Building of Shared Vision, the company's leadership would be expected to inspire its employees to base their learning on the attainment of the vision of the company. The Mental Model principle would guide the company into shifting away from a bureaucratic mentality and mindset as it encourages the sharing of information among its members to establish a learning environment. Systems Thinking will provide the company with an opportunity to have a broader understanding of the whole picture behind its functionality and operation. For example, every employee in the company will be expected to learn to thinks and act in a manner that is consistent with the vision of the company. The principle of Personal Mastery will be critical in encouraging the employees of the company to enhance their capabilities as a way of transitioning into a learning organization. Team Learning will be essential in ensuring that all members of the company are brought on board in creating a desirable synergy to adopt a learning culture (Molineux, 2018).
The application of Balogun and Hope-Hailey’s model in conducting the process of change in this company is associated with specific outcomes that represent the taking of a company from a traditional organization to a learning organization. Using Balogun and Hope-Hailey’s model, the company will use the adaptation technique as a means of facilitating its movement to a learning organization from a traditional organization (Johnson, 2014). There will be a commitment by the leadership and the management of the company towards the achievement of incremental outcomes or realignment. The present process and systems of software would be crucial in replacing the old and outdated systems. The nature of change in taking the company from a traditional organization to a learning organization through Balogun and Hope-Hailey’s model will also involve training programs conducted more frequently to foster learning for workers. The result and nature of change would be appropriate this particular company using Balogun and Hope-Hailey's model since the company is at a state where it urgently requires evolution and transformation. A strategic means of evolution would be necessary for enforcing the organizational change requiring an incremental trend that will also involve realignment accompanied by changes in vision and thinking among the employees (Johnson, 2014) .
Considering the present state of the company is characterized by rapid growth that had been experienced over the last couple of years, the adoption of action research model would be vital in facilitating the process of change from traditional organization to a learning organization. In this respect, the action research model will focus on the achievement of change as a cyclical process where the first step entails planning, data collection, and acquisition of information that is useful in providing appropriate guidance to subsequent phases and actions. For example, the management of the company in this scenario could conduct surveys and interviews among their employees to identify the concerns and challenges acting as barriers to increased performance and productivity. Upon the identification of these challenges and interests, which may include the need to involve employees in making decisions or giving suggestions, the management will incorporate them in the planning process. The second step would place more emphasis on the assessment and evaluation of the acquired data and information. For example, the information obtained from the employees in various ways of enhancing the performance will be critically examined and assessed before deciding on the ones to be implemented and the ones to be left out. In this case, concerns obtained from the employees, such as expanding the workforce or acquisition of new equipment, may not be implemented if it is unrealistic or goes against the company’s policies.
The third step of this action research model involves developing where the company would try to improve its employees and through their performance and productivity. For example, the company in this scenario would undergo development by subjecting its 500 employees distributed worldwide to sequential training on ways of using technology to boost their efficiency and productivity at work. The fourth step would involve reflection and revaluation where the company, through its management, would examine its performance and achievement through the entire process of change. For example, the company in this scenario might decide to compare the productivity of each of their employees before training and after training to establish whether the content of their training has any positive impact (Johnson, 2014). The recommended innovation strategies that would be useful for the management in transitioning this company from a traditional organization to a learning organization are Exploration and Creative Thinking. In applying the Exploration strategy, the management would conduct the change process by creating an environment where all members of the company are encouraged to be open-minded and develop new ideas as well as new business opportunities.
One of the steps in the application of Kotter’s 8-step model to the process of change in this particular company is the creation of urgency. This step would involve the involvement of the company's management and leadership in developing a sense of an urgent need and importance around the idea of embracing change. The second step which involves the formation of a powerful coalition would happen through the involvement of the management and employees in the establishment of a team that will be charged with the responsibility of building momentum around the urgency of embracing change. The third step would involve the creation of a vision for change where members of the company would work together in the determination of the values and strategies. The fourth step would entail communication of the vision where the management and workers within will often discuss their vision while addressing any present concerns (Molineux, 2018).
Five pillars of sustainable change would be necessary for application in the sustenance of a learning organization environment within this particular company. These pillars include Structure, Leadership, Systems, Culture, and Strategy. Leadership will be vital in guiding the rest of the members of the organization in adopting and maintaining a learning culture. The company's management will use the Systems pillar for the establishment of programs and initiatives that encourage and inculcate the tendency of learning among the employees such as a system that encourages personal development. The structure pillar will be critical in establishing a reliable and robust framework responsible for guiding the performance of various operations within the company such as recruitment and training of workers. The culture pillar would provide a way of incorporating the transformational needs of the company, such as compulsory training, that is consistent with the realization of a learning environment within the company. The Strategy pillar would allow the company to define its targets and appropriate means of achievement in becoming a learning organization (Johnson, 2014). For example, the company would adopt a collective sharing of knowledge as a strategy in facilitating earning among employees.
References
Johnson, J. (2014). Embracing change: A leadership model for the learning organization.
International Journal of Training And Development , 2 (2), 141-150. doi:
10.1111/1468-2419.00042
Molineux, J. (2018). Using action research for change in organizations: processes, reflections
, and outcomes. Journal of Work-Applied Management , 10 (1), 19-34. doi:
10.1108/jwam-03-2017-0007
