Analyzes FMC Corporation's Aberdeen facility and explores how their Green River facility can model it for improvement. FMC history, a detailing of Aberdeen's organizational design and why it is effective, and why Green River's
is not. Presents alternatives for Green River's consideration, with an implementation and contingency plan for the recommended strategy.
"FMC Corporation was originally founded in 1883, the company has
been involved in areas as diverse as oil field equipment and food machinery, FMC has narrowed itsfocus to include: industrial, specialty and agricultural chemicals. They are one of the world's larges producers of soda ash, and also produce
industrial chemicals such as hydrogen peroxide and phosphorous chemicals. In addition, FMC is partnered with Solutia to form a joint venture called Astaris,
to produce phosphorous chemicals as well. The remainder of FMC's revenues come from agricultural products, including insecticides and herbicides, and specialty chemicals, including food and pharmaceutical
additives (Partheymuller, 2005c)."
FMC Aberdeen services 1 customer and has 100 employees
FMC Green River services over 100 customers and has 1150 employees
State the what the corporate culture and work environment is like at Aberdeen, then at Green River. How does each operation make the best use of its employees' skill sets? Based on the corporate culture, identify an alterate method for them to leverage their employees abilities. Will the methodology you select for Abderdeen work at Green River? How will you implement your recommendation at each facility?
What do you see as some of the major challenges of organizational behavior and management over the next several decades at both FMC locations; Green River and Aberdeen will have to consider-with particular emphasis on organizational commitment and job satisfaction? Explain why those are significant to this company
What do you see as some of the major challenges of organizational behavior and management over the next several decades that both FMC locations; Green River and Aberdeen will have to consider-with particular emphasis on organizational commitment and job satisfaction? Explain why those are significant to this company?
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.
In case of the structure, the supervisors should be made aware of the climatic conditions and the location realities of the River Green facility, so that there is leniency is performance appraisal and encouragement to personnel working in difficult conditions.
Over the three facilities that is at Green River and Aberdeen the structure that is appropriate is the spatial differentiation, where work si 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.
State what the corporate culture and work environment is like at Aberdeen, then at Green River. How does each operation make the best use of its employees' skill sets? Based on the corporate culture, identify an alternate method for them to leverage their employees' abilities. Will the methodology you select for Aberdeen work at Green River? How will you implement your recommendation at each facility?
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 organizational order and continuity. Finally, FMC should aim at creation of shared expectations.
The main reason for the abovementioned recommendations is that the company is geographically located at two different locations and should have a strong culture so that the employees feel united.
Arches, Canyon lands and Capitol Reef Organizational analysis for Kenneth Dailey of FMC Green River
are about an hours drive from the center of town. Plus there are numerous state parks, and thousands of acres of BLM lands surrounding Green River, however, for
Workgroup and teams there is need for employee-development, upper management support for the employee, voluntary membership, information sharing, well-trained facilitators, long-term career frame, member training, and fair evaluation.
Leadership should be inculcated by encouraging activity, increasing self-initiation, relative independency but acknowledging healthy dependency, deeper and more challenging interests, extended time focus, on past, present and future, awareness of self worth, own decisions and its effect on the organization.
Communication process should focus on description not evaluation, problem orientation not control, spontaneity, empathy, equality and provisionalism.
Job Design and Goal Setting: It is expected that the employee will not be a local and will have to move in to live in Green River. So the person must be given goals that are consonant with irregular delivery schedules, intermittent power and infrastructure. To work in near wilderness conditions, the employees should have support and commitment form top management and union leaders that there will be a participative form of job design and goal setting.
Performance Appraisal: This must take into consideration the fact that a typical employee does not have an intrinsic interest in Eocene localities that are finest in the world in Green River. And as such and appraisal must give adequate positive wieghtage to the fact that the employee has agreed to work in Green Valley.
Pay: The remuneration offered to the employee must reflect the displacement and the hardship which a person has to suffer for shifting to a new locality. People may be willing to visit Green River for a vacation but to settle down in Green Valley would need a higher than the normal pay. However, FMG would be able to pay the normal pay if it recruited suitable locals. It would be an advantage if they could get employees locally.
Career Development: there should be a clear and tangible career paths which should be adhered to by the management unless there are serious aberrations.
Motivation develops if the is effective communication about the job design, goal, performance appraisal, pay and career development to the employee.
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.
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.
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 of the 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 ...
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"State what the corporate culture and work environment is like at Aberdeen, then at Green River. How does each operation make the best use of its employees' skill sets? Based on the corporate culture, identify an ..."