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Kenneth Dailey of FMC Green River: Organizational change and development

Using the appropriate organizational analysis format, finalize your analysis for Kenneth Dailey of FMC Green River. The final version should contain information from your incremental work and analytical work that focusing specifically on change. Areas of interest for the additional work should include the following:

-Organizational change
-Organizational development

The format for all individual assignments is an APA cover page, work product supported by cited references, robust current updated typed in red font (prior data is in black font) for a cumulative, rolling analysis and follows every part of this format:

2-situation analysis,
3-alternatives and recommendations,
4-implementation step by stepapproach to analysis,
5-define the situation,
6-assemble and analyze the key data,
7-identify any necessary additional information,
8-state your assumptions,
9-draw your initial conclusions,
10-indicate possible alternatives and their expected outcomes,
11-make your recommendations,
12-prepare a plan for implementing your recommendations,
13-prepare contingency plans.

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Aberdeen and Green River are both plants that work under the FMC Corporation. Aberdeen is a fairly new company that was founded on the beliefs of participative management and empowerment to its employees.

Both units also had a common link to the FMC corporate image and objectives and thus had some similar operating values and systems. The new manager also knew that productivity in the Aberdeen plant had grown dramatically since its opening and that costs had continued to drop. Finally, the new manager felt that the principles and values upon which the Aberdeen system was built aligned well with his own. The main individual who is the decision maker is Kenneth Dailey. In the past it was the charisma of Bob Lancaster.

The groups of individuals who matter now are the persons who have returned after they have studied the Aberdeen model and United Steel Workers of America.

In addition there were teams of between 3 to 16 workers with a self-elected leader. These work teams were the fundamental organizational units. Each team had a safety person, a supply person and a quality person to look after the needs of the organization.

Situation Analysis

At the inception, Aberdeen had only a single customer, while Green River had over 100and distributed its products worldwide. Further, ~Aberdeen facility employed only 100 people, while Green River had 1,150. In addition, Aberdeen produced basically a single product, while Green River had several product lines. Adding to that, Aberdeen had been a new start-up five years ago, while the first Green River plants was begun in 194R---Dailey was supervising the start-up three new plants in his complex this year, though, and recognized that similarity. Finally the two units functioned in very different industries-

One force in the environment that is likely to be most difficult for FMC Green River to manage is the inaccessibility of the facilities due to breakdown. Another problem relates to breakdown in infrastructure. The problems may start from supplies reaching late, to shipments being delayed and roads being blocked. Purely from the perspective of an employee, he is anxious that his career may suffer simply because of the poor communication facilities and that his supervisors are not sympathetic to his plight. Further, there is danger of power breakdowns and the employee feels that his goals are not achievable because of reasons beyond his control.

The need to manage these exigencies can easily be managed by creating collective identity and commitment and creation of shared expectations.

Over the three facilities that is at Green River and Aberdeen the structure that is appropriate is the spatial differentiation, where work is dividend according to geographical locations. However, in case of Green river, a personal differentiation is appropriate where work is divided according to the personal specialty.

Alternatives and Recommendations

Organization culture in FMC should be emotionally charged so that there is a creation of collective identity and commitment toward the company. The culture should be collective and historically based so that there is creation of ...

Solution Summary

This 2052 word response is a very comprehensive report that meets the problem goals to focus on analytical work for change to the organization and development of methods to implement change.