Hi, I need help with essay on D2. Paper must be at least 3000 words. Please, no plagiarized work!If the organisation does not weigh the pros and cons of change, then it ends up with serious issues in

Hi, I need help with essay on D2. Paper must be at least 3000 words. Please, no plagiarized work!

If the organisation does not weigh the pros and cons of change, then it ends up with serious issues in hand (Chiefele, 2012). There are various cases where the short sightedness of the management has led to serious complications. Such complications act like poison pills. The present research report presents a case study of an organisational change and evaluates it using the “Appreciative Inquiry 5D framework”. 2. Definition D2 is a French car components manufacturing company that is contemplating to shut down the production plant at Didcot in UK and shift the operational base to France. On being informed by the management the employees of the both the plants will display signs of discomfort and discontent. The discontent among the employees at the plant in France is considerably low in comparison to UK. This is due to the reason that the employees at the UK plant were expecting that the management will declare plans for large investment. Due to this the employees started expecting that the management has definite future plan for them. So the news of closure of the plant will get them by surprise. The discontent would not have reached such levels had the management decided to come up with back up plans for the laid off employees (Lindheim and Swartout, 2003). This affected trust and dependability that the employees shared with the management. ...

The decision to shut off the production plant at UK came with the intent to cut down the unproductive expenses. The aim to shift the operational base to Blios in France is part of a larger plan to utilise the advanced manufacturing facility there. The other aim is to increase the production in Blios and achieve economy of scale. UK production plant happened to be the base of the product development for quite some time and it helped the company stride through the years of recession. Some of the best minds are engaged in the developments of the production at the UK base. So the management decided to shift the product development engineers back to France. It must be noted that the decision to shift and provide employment to a selected group of employees is a serious instance of favouritism or bias (Mallon and Webb, 2006). This is also one of the reasons that will aggravate the employees at UK. The product development engineers are reluctant to go to France. This may be due to various reasons but more importantly the change in place and weather and working will put them in difficulty. Till now the whole problem is discussed from the point of view of the UK employees. The levels of dissatisfaction and discontent may not be severe among the employees of production plants at Spain and France but the employees were also feeling jittery. This is mainly due to the unexpected changes that will be declared by the management (Meyer, 2000). The decisions taken on the organisational level involves paradigm shift in the whole organisation of D2. Most of the decision looks very mechanistic in nature. The mechanistic natures of the changes are not suitable for the overall development of the organisation (Moessinger, 2007).