Question

You have been hired as a change management consultant for a manufacturing company. The leadership of the company currently uses a top-down management approach. The organizational structure is a hierarchy (pyramid type). Employees are not encouraged to be creative or make suggestions or decisions. They are also not encouraged to experiment and come up with new solutions to problems.The company has grown rapidly over the past decade, from generating $1 million in sales to $100 million. In the past year, the company expanded its business internationally and now has 500 employees worldwide. Due to the rapid growth of the company, the organization has not invested in training and development opportunities for its employees to drive innovation and process improvements. Additionally, the company’s processes and software systems for inventory management have become antiquated.

I need help answering these questions about the scenario

Discuss how four steps of the action research model could be applied to the change process (traditional organization to learning organization) for the company in the scenario.

Recommend two innovation strategies that management could use to transition the company in the scenario from a traditional organization to a learning organization and explain how one recommended innovation strategy would be used by management in the company's change process.

Answer 1

The four steps of the action research model, applicable to the change process in this organization, which will facilitate the transition from being a traditional organization to a learning organization:

• Planning Stage: The company needs to make a strategic plan of what kind of learning organization portfolio, it wants to embrace. The strategic plan must consider the existing business strategy. The role of different stakeholders needs to be defined clearly.
• Acting Stage: The change management process plan needs to be implemented here. The role of various departments must be very clear. The strategy team needs to roll out the new organizational structure with a dedicated training department. The HR department needs to facilitate the communication lines across the organization. All employees must be aware of the change process and they must get aligned to make this change implementation a success.
• Developing Stage: Dedicated trainers have been hired by the company. A centralized e-learning platform is in place. The HR needs to facilitate the PMS review of employees with the supervisors focusing on identifying the training needs of the employee. Based on needs identified, a training plan will be made and training delivery will be facilitated
• Reflecting Stage: This phase occurs when the change process has been successfully implemented. The strategy team needs to monitor the response of the key stakeholders to this change process. Also the revenue and business performance of the company needs to be monitored.

Innovative strategies that management could use to transition the company in the scenario from a traditional organization to a learning organization:

• Linking training needs with the appraisals and promotions of employees

As the employees were used to working in the traditional organization, they will hesitate to embrace the training programs. Linking training completion as criteria to qualify for bonus and promotions will act as the carrot for the employees. This pull strategy will facilitate the transition from traditional to ;earning organization

• Training content delivery in form of simulation games on the e-learning network