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10 Introduction Organisational change is no longer an option but a necessity Todays business environment produces change in the workplace more suddenly and frequently than ever before According to Bolman and Deal 1997 organisations everywhere are struggling to cope with a shrinking planet and global economy The key to the individual and organisational survival is the ability to adapt to changing work conditions Change will be ever present thus understanding of human factors is needed along with the skill to manage and lead change effectively Goldston 1992 mentioned that the true art of management is in reading the symptoms of a company heading for trouble and taking the appropriate steps to fend off disaster In the case of Gulf States Metals Inc GSM a large nickel refinery plant had suffered poor performance since its inception and is under threat of shut down by its parent company International Metals Inc The management of GSM was given two years to turn around the company or risk closing down the company The layout of this assignment begins with analysing the issues that contribute to the poor performance Secondly present alternative solutions to address the problems The final section comprises of recommendations based on the short-listed alternatives 20 Case Analysis In understanding what the problems of GSM are it is useful to approach the case from a variety of theoretical perspectives The four perspectives suggested here structural human resources political and symbolic can be useful ways of viewing organisations Each frame rests on a different set of assumptions about what drives organisational thinking and behaviour Bolman Deal 1997 In the following sections I will briefly describe each of these frames and illustrate how these frames might be used in conjunction with this case 21 Structural Frame The structural frame is a good place to begin an analysis of the case because it starts with the straightforward assumptions that formal roles and relationship drive organisations Bolman
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