Organization Analysis of FMC Green River: employees, teams and work groups

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In the analysis focus on the following - employees, teams and work groups, and organization development, change structure and culture

EMPLOYEES
The Bob Lancaster model enables the employees to do what they want provided they meet the goals of the organization. The Aberdeen model seeks to empower the employees to work according to their own method provided they understood and fulfilled their responsibilities and were not dishonest.

There is a system of training and certification by which the employee can learn and get his skills certified. The abilities of the employees were encouraged and enhanced by getting an employee to get more skills certified which in turn would lead to an increase of salary.
The abilities in the company were not held by individuals but were shared. This was done by encouraging individuals to find teachers who would teach them. This ensured that the skills of the teachers were passed on the employees who were taught.

Organizational Commitment
Participative management was tool used to increase organizational commitment at Aberdeen. Groups were formed and individual opinions were respected. Every person had to carry out his own responsibilities in his own way. The model used was that the person should treat the organization as if it was his own. If he did what he would have done in his own company he was not penalized for any mistakes he made. One of the important tools used to increase employee commitment towards the organization was to allow a person to make reasonable mistakes and not punish him for it if the mistakes were reasonable.

Increasing the direct interaction with the employees was an innovative technique of improving organizational commitment. The project manager roamed on the shop floor and did whatever works the team members found difficult. This close and hands on attitude of the plant manager helped build employee commitment.

Job Satisfaction
The fact that individuals were given their responsibilities increases their job satisfaction. The provision that a person can learn new skills further increases the job satisfaction of the individuals. The close contact on the shop floor with the plant manager also helped to increase the Job satisfaction. The job satisfaction also increased because they would be paid according to their ability to contribute and maintain high standards of quality and service.

Ongoing training and orientation also helped in increasing the job satisfaction of the employees.
The effort of the company in increasing job satisfaction started from the employee selection level when the employee who was selected who had excellent interpersonal skills including communication skills. So these were the employees who would thrive in the environment and this would lead to job satisfaction.

Organizational Ethics
Don't lie, cheat and steal: These summarize the organizational ethics that go with the individuals. If a person was honest, his mistakes were condoned.

That apart, every person was responsible for quality, customer satisfaction, safety, health, systems, organization and cost reduction.
Further employees were expected to participate in community service activities.

TEAMS AND WORK GROUPS
To an extent, teams may be given autonomy at Green River. Participative trust and self-directed teams will work at Green River. Even though it would be possible to give a lot of authority to the teams, it would be necessary to have supervisors and foremen at Green Valley. This is a much newer facility and needs direction. At Aberdeen teams ranging in size from 3 to 16 managed virtually every aspect of the plant's ...