C721- Riedford.docx Change Management – C721 Western Governors University A.  Discu

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C721- Riedford.docx Change Management – C721 Western Governors University 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 companys need for change derives from the want to become a learning organization. While the way they work now has been very successful in growth, they are wanting to invest more in the learning and development opportunities for the company as a whole. The systems contingency model is a way to frame the internal organizational dimensions and ensure they all work together to add value to the entire organization. This model is helpful for leaders to plan the effect a change strategy would have on their team and relationships (Acrobatiq, 2017). Currently, the company has generated a vision and strategy focused on growth, and based on the provided information they have been successful at this. However, to help them move to become more innovative and training oriented, where there is a positive impact on the group and individual levels, they can use the systems contingency model to adjust the vision and strategy from leadership to create that positive impact on the group and individual levels. B.  Describe the differences between a learning organization and a traditional organization. A traditional organization emphasizes hierarchy. Information typically moves up the chain and laterally. This can cause the information to move slowly due to slower response times caus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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