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NJP1 — NJP1 TASK 1
CHANGE MANAGEMENT — C721
PRFA — NJP1
Task Overview Submissions Evaluation Report
COMPETENCIES
3067.1.1 : Change Management Theories
The graduate summarizes the theories related to change management.
3067.1.2 : Diagnosing and Planning for Change
The graduate explains how organizations diagnose the need for change and determine recommended
approaches for implementing change.
3067.1.3 : Innovation and Leadership
The graduate describes different innovation strategies and the role leaders play in innovation.
3067.1.4 : Implementing Change
The graduate explains the various approaches to implementing change and the roles that leaders and other
stakeholders fulfill.
3067.1.5 : Sustaining Change
The graduate explains the strategies, principles, roles, and models for sustaining change.
3067.1.6 : The Learning Organization
The graduate explains how learning organizations develop and how learning organizations and traditional
organizations approach change differently.
SCENARIO
Task 1: Change Management Consultation
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.
As the change management consultant, you will provide a report for the executive leadership team where
you diagnose the need for change and explain how to plan for change, how to implement change, and how to
sustain change. You will also explain how the company can transition to a learning organization in order to be
on the forefront of change and innovation.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no
more than a 10% match to any one individual source can be directly quoted or closely paraphrased from
sources, even if cited correctly. An originality report is provided when you submit your task that can be used
as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that
will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric
aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
A. Discuss the need for change for the company in the scenario using either the systems contingency model
or the organizational life cycle model.
B. Describe the differences between a learning organization and a traditional organization.
1. Identify which stage of Woolner’s 5-stage model the company is currently in.
a. Explain why the company is currently in the identified stage of Woolner’s 5-stage model.
2. Explain how the company from the scenario would use Senge’s 5 disciplines to become a learning
organization.
C. Identify the end result and the nature of change to take the company from a traditional organization to a
learning organization using Balogun and Hope-Hailey’s model.
Note: You may either identify both the end result and nature of change individually or identify the name
of the quadrant in Balogun and Hope-Hailey’s model that aligns to the end result and nature of change.
1. Explain why the end result and nature of change would be appropriate for the company in the scenario
using Balogun and Hope-Hailey’s model.
D. 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.
E. Recommend two innovation strategies that management could use to transition the company in the
scenario from a traditional organization to a learning organization.
1. Explain how one recommended innovation strategy would be used by management in the company's
change process.
F. Discuss how four steps of Kotter’s 8-step model could be applied to the change process for the company in
the scenario.
G. Explain how each of the five pillars of sustainable change could be applied to sustain the learning
organization environment of the company in the scenario.
H. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or
summarized.
I. Demonstrate professional communication in the content and presentation of your submission.
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! - _ . * ' ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, csv, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf,
mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
RUBRIC
A:NEED FOR CHANGE
NOT EVIDENT APPROACHING COMPETENT
A discussion of the need for COMPETENCE The discussion accurately de-
change is not provided. The discussion does not accu- scribes the need for change for
rately describe the need for the company in the scenario
change for the company in the using either the systems contin-
scenario or the discussion does gency model or the organiza-
not use either the systems con- tional life cycle model.
tingency model or the organiza-
tional life cycle model.
B:ORGANIZATION DIFFERENCES
NOT EVIDENT APPROACHING COMPETENT
A description of differences be- COMPETENCE The description accurately iden-
tween a learning organization The description identifies one or tifies differences between a
and a traditional organization is more differences between a learning organization and a tradi-
not provided. learning organization and a tra- tional organization.
ditional organization that are
inaccurate.
B1:WOOLNER’S 5 STAGES
NOT EVIDENT APPROACHING COMPETENT
An identification of a stage of COMPETENCE The identified stage of Woolner’s
Woolner’s 5-stage model is not The identified stage of 5-stage model is accurate for the
provided. Woolner’s 5-stage model is inac- company from the scenario.
curate for the company from the
scenario.
B1A:WOOLNER’S STAGE EXPLANATION
NOT EVIDENT APPROACHING COMPETENT
An explanation of the Woolner COMPETENCE The explanation logically dis-
stage identified in part B is not The explanation does not logi- cusses why the Woolner stage
provided. cally discuss why the Woolner identified in part B accurately de-
stage identified in part B accu- scribes the current stage of the
rately describes the current company from the scenario.
stage of the company from the
scenario.
B2:SENGE’S 5 DISCIPLINES
NOT EVIDENT APPROACHING COMPETENT
An explanation of how the com- COMPETENCE The explanation accurately
pany would use Senge’s 5 disci- The explanation does not accu- identifies each of Senge’s 5 disci-
plines is not provided. rately identify each of Senge’s 5 plines and logically discusses how
disciplines, or the explanation the company would use each of
does not logically discuss how the identified disciplines to be-
the company would use each of come a learning organization.
Senge’s 5 disciplines to become
a learning organization.
C:END RESULT AND NATURE OF CHANGE
NOT EVIDENT APPROACHING COMPETENT
An identification of the end re- COMPETENCE The end result and nature of
sult and nature of change is not The end result or nature of change are each correctly identi-
provided. change is incorrectly identified fied using Balogun and Hope-
using Balogun and Hope- Hailey’s model.
Hailey’s model, or the end result
or nature of change is not identi-
fied using Balogun and Hope-
Hailey’s model.
C1:EXPLANATION OF END RESULT AND NATURE OF CHANGE
NOT EVIDENT APPROACHING COMPETENT
An explanation of the end result COMPETENCE The explanation logically dis-
and nature of change identified The explanation does not logi- cusses why both the end result
in part C is not provided. cally discuss why both the end and nature of change identified in
result and nature of change part C would be appropriate for
identified in part C would be ap- the company in the scenario us-
propriate for the company in the ing Balogun and Hope-Hailey’s
scenario, or the explanation model.
does not use Balogun and Hope-
Hailey’s model.
D:ACTION RESEARCH MODEL
NOT EVIDENT APPROACHING COMPETENT
A discussion of 4 steps of the ac- COMPETENCE The discussion accurately identi-
tion research model is not The discussion of 4 steps of the fies 4 steps of the action research
provided. action research model does not model and logically describes
logically describe how each step how each step could be applied
could be applied to the change to the change process for the
process for the company in the company in the scenario.
scenario.
E:INNOVATION STRATEGIES
NOT EVIDENT APPROACHING COMPETENT
The 2 recommended innovation COMPETENCE The 2 innovation strategies rec-
strategies are not provided. The 2 innovation strategies rec- ommended for management are
ommended includes one or logical and appropriate for tran-
more innovation strategies that sitioning the company in the sce-
are illogical or inappropriate for nario from a traditional organiza-
transitioning the company in the tion to a learning organization.
scenario from a traditional orga-
nization to a learning
organization.
E1:EXPLANATION OF INNOVATION STRATEGIES
NOT EVIDENT APPROACHING COMPETENT
An explanation of how an inno- COMPETENCE The explanation logically dis-
vation strategy could be used in The explanation does not logi- cusses how an innovation strat-
the company’s change process is cally discuss how an innovation egy recommended in part E
not provided. strategy would be used by man- would be used by management in
agement in the company's the company's change process.
change process, or the explana-
tion does not discuss an innova-
tion strategy recommended in
part E.
F:KOTTER’S 8-STEP MODEL
NOT EVIDENT APPROACHING COMPETENT
A discussion of 4 steps of COMPETENCE The discussion accurately identi-
Kotter’s 8-step model is not The discussion of 4 steps of fies 4 steps of Kotter’s 8-step
provided. Kotter’s 8-step model does not model and logically describes
logically describe how each step how each step could be applied
could be applied to the change to the change process for the
process for the company in the company in the scenario.
scenario.
G:FIVE PILLARS OF SUSTAINABLE CHANGE
NOT EVIDENT APPROACHING COMPETENT
An explanation of how the five COMPETENCE The explanation logically dis-
pillars of sustainable change The explanation does not logi- cusses how each of the five pil-
could be used to sustain the cally discuss how each of the five lars of sustainable change could
company’s learning organization pillars of sustainable change be applied to sustain the learning
environment is not provided. could be applied to sustain the organization environment of the
learning organization environ- company in the scenario.
ment of the company in the
scenario.
H:SOURCES
NOT EVIDENT APPROACHING COMPETENT
The submission does not include COMPETENCE The submission includes in-text
both in-text citations and a ref- The submission includes in-text citations for sources that are
erence list for sources that are citations for sources that are properly quoted, paraphrased, or
quoted, paraphrased, or quoted, paraphrased, or summa- summarized and a reference list
summarized. rized and a reference list; how- that accurately identifies the au-
ever, the citations or reference thor, date, title, and source loca-
list is incomplete or inaccurate. tion as available.
I:PROFESSIONAL COMMUNICATION
NOT EVIDENT APPROACHING COMPETENT
This submission includes profes- COMPETENCE This submission demonstrates
sional communication errors re- This submission includes profes- correct use of spelling, grammar,
lated to spelling, grammar, punc- sional communication errors re- punctuation, and sentence flu-
tuation, and sentence fluency. lated to spelling, grammar, punc- ency. You have demonstrated
For best results, please focus on tuation, and/or sentence flu- quality professional communica-
the specific Correctness errors ency. For best results, please fo- tion skills in this submission.
identified by Grammarly for cus on the specific Correctness
Education to help guide your re- errors identified by Grammarly
visions. If you need additional
assistance preparing your sub- for Education to help guide your
mission, please contact your revisions.
Instructor.
