Table of Contents
5D framework has five key headings which are the core of the assessment. These five headings are namely definition, discovery, dream, design and destiny. In this work, the author has divided assignments in the way that under these headings he covered all the change management processes. He took all these headings one by one and in the light of change actions and roles, the author has given ideas that how D2 organizations can make their change management process more effective, more applicable and implementable.
The key issues for D2 organizations are changes in their external environment. There is a strong force in the external environment like more tough competition faced by an organization. The case shows they are feeling competitive pressure from the organizations that are making lower-cost products in different other lower-cost countries (D2, 2013). The author of the current study identified that the emerging economies are more efficient in factors of production and especially cheaper human resources. The production cost of these organizations is lower than the organizations that are operating in different parts of the world. This was the first pressure for the organization coming from the microenvironment of an organization.
Other environmental pressures that D2 organization is feeling are from the macro environment. The economic condition in the business environment is not going well. This has put pressure on different organizations differently. The demand for car production also impacted the current economic environment and people are showing more conservative behavior in buying these products (D2, 2013).
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The accumulation of these pressures forced the management of an organization to think to take some corrective actions. It is also mentioned in the case study that organization is more careful about the profit of their investors. When an organization is more careful about its investors then they cannot take any risk of loss of profit as it can put pressure on the organization from the investors and in the long run, they may pull their capital from the organization. This is another critical position in the organization (Carnall, 2003).
The researcher of the current researcher found that the management of the organization wants to take action to reduce costs and shut down their inefficient production plants and focus more on their more effective plants. This is the right direction as an organization in such a situation cannot carry on taking risk of running their less productive units and focus more on the units from where their productivity can be improved.
Henry (2008) identified that the main challenge for the organization is to implement change management processes for effective and positive changes for the organization. The changes are mainly the function of two things. First is time available to bring change and the other is the intensity of change. If an organization will get less time for change management then they would not be able to adjust to change. Here, in this case, the organization has less time to adjust to changes that make its position adverse and fragile.
On the other hand, Lakomski (2011) found that the intensity of change is moderate as they have to shut down their one unit and increase their production in another plant. However, currently, the organization has no key strengths in the staff skills which enable them to run their improvement in production with the same capacity.
Another problem is that the changes are though decided but there is not insight vision that will imply the changes. The change is obvious for the organization to survive but they need the right resources and also the skills of leaders to bring that change. The current management style of the organization is autocratic. The evidence of it is that they have taken decisions by themselves to shut down their UK based plant but they did not convince or share this information with their staff. This situation is a very healthy situation for the organization to bring effective change. Though the change management process has created guidelines in the shape of different change management theories still there are a lot of risks when changes are implemented practically (Bordum, 2010).
The most mordant issues that D2 organization is facing currently are to shut down their UK-based plant and management of their human resources for change management. Both of these issues are more complicated and need more time for adjustment but currently, the organization has less time. If they take the time they have to compromise their lot of profit which is not acceptable for the investors of the organization (D2, 2013)…………..
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