STRIKING GOLD THROUGH A DEEP‐LEVEL ORGANIZATIONAL INTERVENTION IN GHANA'S MINING INDUSTRY

Abstract

This paper is a case study of the effects of an organizational intervention on the recovery of the Ashanti Goldfields Corporations Limited mining operations in Ghana, a country in West Africa. We examine the events leading up to the company's decline, the deep‐level intervention strategy that was applied, and the effects of that intervention. The design of the change initiative could best be classified as a system‐renewal intervention, in that comprehensive changes in the organization were sought through an eclectic combination of strategies that recognized the unique cultural milieu in which the company was operating. Major emphasis was placed upon the development and establishment among management of a new shared vision of performance, the introduction of managerial goal setting, the development of managerial teams, and an improvement in the basic standard of living for line employees.

Citation

Arthur, W., Doverspike, D. and Kuthy, J.E. (1996), "STRIKING GOLD THROUGH A DEEP‐LEVEL ORGANIZATIONAL INTERVENTION IN GHANA'S MINING INDUSTRY", The International Journal of Organizational Analysis, Vol. 4 No. 2, pp. 175-186. https://doi.org/10.1108/eb028847