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Kenneth Dailey of FMC Green River: groups, teams, leadership and skills...

Using the appropriate organizational analysis format continue your analysis for Kenneth Dailey of FMC Green River by focusing on groups and organizational processes.

** See ATTACHED file(s) for complete details **

While engaging the analytical process keep in mind the differences that exist between FMC Green River and FMC Aberdeen and continue to think in terms of what would work at the Wyoming facility and why.

1) Will Work Groups & Teams work at Green River, why or why not?

2) What are the differences in Leadership at both facilities?

3) How will changes at Green River need to be implemented to match Leadership skills?

4) How does the communication process differ between Green River and Abeerden?

5) Could Green River effectively use the unique communication process adopted by Aberdeen?

Here is the web site where the case study is located

http://www.pearsoncustom.com/database/busmain.html

Once at the site please click on
Search content & create your book. It's in the middle of the page
Next enter in your email address and it will take you into the site
Next click on management and then companies on the left side of the page
A new box will appear, then click on the letter F and goto FMC

There is only one case study for it by James G Clawson

Attachments

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1) Will Work Groups & Teams work at Green River, why or why not?
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 work and reporting. Teams scheduled work hours, purchased materials and tools, planned work schedules, coordinated with other teams, evaluated team members' performance, recommended salary increases, generated reports, and dealt with virtually every problem that arose in the running of the plant. This may not work at Green River. There is a need for a strong culture, where workers are motivated. This is prevalent in Aberdeen because of historical reasons and the strong culture in the organization. The teams allowed extreme flexibility in working hours, this may be given to employees in Green River no doubt but there will be a more systematic set of rules. Especially, when mothers had to be accommodated. An additional reward system to the teams was important for the cohesiveness of the team in Aberdeen. These reward systems may be tried in Green River. To build team cohesion, the company organized games at Aberdeen. This is ...

Solution Summary

Here is just a sample of what you'll find in this solution:

"Leadership at Green River was very staid and conservative. Dailey was also a sort of participative leader, he sounded his ideas to the workers and sought their opinion on them. Productivity was a concern at both the plants but Green River was much larger plant and Dailey had joined only 18 months before."

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