... assumes that problems, and performance gaps, arise from structural defects and can be remedied through restructuring (Bolman and Deal, 1997; Burnes, 1996). GSM's overall structure is hierarchical and based around functional groups. Directors are assigned to the main sections of the business according to function, these being operations, engineering and administration. Within these directorial areas there is a structure based around process and time. There are supervisors that oversee one of each the processes of material handling, copper extraction, cobalt extraction, ammonia sulphate extraction, and nickel extraction. There are also supervisors who manage production for swing, graveyard and weekend shifts. In the case of GSM, there is an absence of integration to bridge the division between the operations and maintenance. The two areas are at odds and compete for access to machines. Production requires the machines to continue running and producing nickel, while Maintenance requires windows of ...

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