FMC Green River and FMC Aberdeen
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In this third analysis for Mr. Dailey of FMC Green River I will be discussing work groups, teams, leadership, and communication aspects of my analysis of FMC Aberdeen as it applies to FMC Green River. I will be discussing the background of both facilities in this area and will provide an organizational analysis of these facilities as well. This analysis will include some alternatives for Green River and possible recommendations, implementations, and contingencies for the Green River facility.
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Solution Summary
The notion that what works for one will work for all is an unrealistic optimistic view. This however does not mean that certain practices cannot be implemented with great success. With the growing changes in technology and in the understanding of employee needs there must also be equal changes in the working and infrastructure of the company and its policies. This must include the realization that collective efforts and decision making practices are the future for any business wanting to succeed.
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In this third analysis for Mr. Dailey of FMC Green River I will be discussing work groups, teams, leadership, and communication aspects of my analysis of FMC Aberdeen as it applies to FMC Green River. I will be discussing the background of both facilities in this area and will provide an organizational analysis of these facilities as well. This analysis will include some alternatives for Green River and possible recommendations, implementations, and contingencies for the Green River facility.
Within FMC Aberdeen there is a work environment consisting of small groups (or teams).These 3 to 16 person teams are self governing and are able to deal with any problem within the team or the plant itself. This type of group is possible due to the trust factor at Aberdeen and because the facility is so small (100 employees). This type of informal work group can only be successful in such a small and trusting environment. On the other hand the Green River facility logs in with 1,150 employees and its employees do not know every job in the facility as in Aberdeen. They utilize the familiar leader, manager, employee method of operation. Any groups formed at Green River tend to be formal groups established by management to complete a given task.
I feel that Green River will eventually need to establish work group and teams to be able to compete and grow in this modern work age. This type of transformation will take time and may not be met with enthusiasm by its current employees as change is often unsettling to established employees. I would suggest that implementation of ...
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