GSM case study.

1.0 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 all over are struggling to cope with a shrinking major planet and global economy. The key to the individual and organisational survival is the ability to admit to changing work conditions. Change will be ever present thus understanding of human factors is needed on with the skill to manage and lead change effectively. Goldston (1992) mentioned that the true stratagem of management is in reading the symptoms of a company headspring for trouble and taking the appropriate steps to fend strike disaster.

In the case of Gulf States Metals Inc. (GSM), a large plate refinery plant had suffered poor performance since its inception and is under affright of shut down by its parent company internationalistic 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 duty assignment begins with analysing the issues that contribute to the poor performance. Secondly, present alternative solutions to address the problems. The lowest section comprises of recommendations based on the short-listed alternatives.

2.



0 Case Analysis

In understanding what the problems of GSM are, it is expedient to approach the case from a variety of theoretical perspectives. The quartet 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 behavior (Bolman & Deal, 1997). In the following sections, I will curtly describe each of these frames and illustrate how these frames might be utilize in conjunction with this case.

2.1 Structural Frame

The structural frame is a good place...

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