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    Leadership and Groups

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    Focusing on the following four bullets:

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

    What are the differences in Leadership at both facilities? How will changes at Green River need to be implemented to match Leadership skills?

    How does the communication process differ between Green River and Abeerden? Could Green River effectively use the unique communication process adopted by Aberdeen?

    Thinking in terms what would work at the Wyoming facility and why. keep in mind the differences that exist between FMC Green River and FMC Aberdeen Include your thoughts on these issues.

    Kenneth Dailey, site manager for FMC Corporation's Green River, Wyoming, facility, leaned back in his seat in the conference room near his office. He was listening to a team of employees tell him about their visit to FMC's Aberdeen, South Dakota, plant and the unusual operating procedures they had observed there. Dailey was intrigued with the results that Roger Campbell, plant manager at Aberdeen, and his predecessors had been able to achieve at the plant, and he had sent this team to see it and make recommendations about whether or not it would work at Green River. He wondered if the Aberdeen system would work for his operation as a whole, in part, or not at all; if there were parts that might work, he wondered what they were and how to implement them.

    Dailey knew that his operation was different from the Aberdeen plant in a number of significant ways and that these differences would make his deliberations difficult. First, Aberdeen had only a single customer, while Green River had over 100 and distributed its products worldwide. Second, the Aberdeen facility employed only 100 people, while Green River had 1,150. Third, Aberdeen produced basically a single product, while Green River had several product lines. Fourth, Aberdeen had been a new start-up five years ago. while the first of the several Green River plants was begun in 1948. Dailey was supervising the start-up of three new plants in his complex this year, though, and recognized that similarity. Fifth, the two units functioned in very different industries-Aberdeen in defense and Green River in chemicals. Finally, Aberdeen had no union, while the Green River site worked with the United Steel Workers of America.

    Despite these differences, there were several features of the Aberdeen management approach that were either appealing to Dailey or suggested that the Aberdeen approach might fit his operation. Operating under FMC corporate guidelines, both management teams enjoyed, along with the other 87 FMC North American sites, considerable flexibility in how they ran their businesses. Both units also had a common link to the FMC corporate image and objectives and thus had some similar operating values and systems. Dailey also knew that productivity in the Aberdeen plant had grown dramatically since its opening and that costs had continued to drop. Finally, Dailey felt that the principles and values upon which the Aberdeen system were built aligned well with his own. As Dailey listened to his team describe the Aberdeen system, he continued making mental notes and questions about the system and its applicability to the situation in Green River.

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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 ...