Organisational Change Management (MOD003478) Case study 3000 words For $200

To get this assignment done for you please contact michieccah@gmail.com Anglia Ruskin University Department: Human Resource Management; Organisational Behaviour and Tourism Part 010 Assignment

Read and critically evaluate the following D2 case study. Then structure your work by following and applying the Appreciati ve Inquiry 5D framework (Cooperider, Witney and Stavros, 2008) to design and plan a change management intervention in response to the organizational change at D-2. Use the following questions as a guide:

Consider the advice you might give to (the manager): 1. Apply your developed theoretically informed knowledge of organizational change to identify what are the key issues that require attention. 2.Select one or more of these issues for detailed consideration and justify your choice. 3.Identify and critically review those theories that could aid your understanding of the issue(s) you have selected for special consideration. 4. Explain how these theories might inform the advice you will offer?

Basic steps in AI involves a cycle of 5D, namely Definition, Discovery, Dream, Design and Destiny (Cooperider and Whitney, 2001 and der Haar and Hosking, 2004). Your work should address the following questions which accompany each stage of the cycle; your work must be structured into sections using only these 5D cycle headings/ the 5D framework Definition, Discovery, Dream, Design, Destiny.

Definition what are the primary underlying case study problems and key issues? Discovery Select one or more of these issues for detailed consideration and justify your choice. Consider How might these underlying problems be addressed? Dream What and when might the possible or potential solutions be? Design - How, and in what ways might these possible solutions be implemented? Destiny - Recognition of limitations to your design and consideration/ formulation of possible solutions which might address and balance these limitations. 5D Cycle: Basic Steps in Appreciative Inquiry

Cooperrider, D.L. dan Whitney D. (2001), A positive revolution in change: appreciative inquiry, on Robert T. Golembiewski (ed.), The handbook of organizational behavior, second edition, New York: Marcel Decker. Online Documents : http://www.taosinstitute.net/manuscripts/ revolutioninchange.doc

Appreciative Inquiry references Magruder Watkins, J., Mohr, B. J. (2011) Appreciative Inquiry: Change at the Speed of Imagination. Publisher: Jossey-Bass/Pfeiffer Library E-Book.

Cooperrider, D. L., Whitney, D., & Stavros, J. M. (2008). Appreciative inquiry handbook. Bedford Heights, OH: Lakeshore Publishers. Library E-Book.

The auto-components manufacturer case D2, as it will be referred to here, is a French car components manufacturing company with two plants in France, and additional plants in Spain and the UK. The company has always focused on making a good return on investments and growing shareholder value and has pursued this goal by giving priority to product innovation, investment in new technology and developing the capability of its staff. Over recent years D2 has managed to maintain the competitive position of its four manufacturing facilities in the face of growing competition from companies manufacturing in low-cost countries. However, the recent economic downturn has had a big impact on demand and the company is struggling to survive. The executive board has recognised the need for urgent change. It has formulated a new strategy that focuses on cutting costs as quickly as possible and to this end it has decided to stop producing some components and to concentrate the production of other components at fewer sites in order to benefit from economies of scale. This decision is still to be announced. Only a few very senior managers are aware of the new strategy. The new strategy will involve expanding production at the companys main factory at Blois in France. Produc tion is to be expanded here because Blois has the most advanced manufacturing technology and the factory is not yet working to capacity. It is anticipated that increasing production at Blois will lead to a significant reduction in costs. The UK plant has been selected for closure because it is has the most outdated manufacturing technology. Workers at the Didcot (UK) site will be shocked when this decision is announced because they have been led to expect a massive new investment in their manufacturing facilities. The closure will lead to large scale redundancies and there will be few opportunities for staff to be redeployed to other plants in France and Spain. One group of employees who will be encouraged to relocate to Blois is the B2 team of product development engineers located at Didcot. The pace and quality of product development has been an important factor contributing to the companys pre -recession success. Product development has been concentrated at Didcot because the area is an international centre for auto product development. Many other companies (including many formula one racing teams) are located nearby and this has led to the development of a world-class pool of product engineering talent in the area. It is possible that many of the B2 product development engineers may be reluctant to relocate. However, at least in the short term, alternative employment opportunities will be in short supply.

Employees at the other sites in Spain and France are likely to be worried that this may only be the first of many changes.