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.© BrainMass Inc. brainmass.com October 9, 2019, 6:07 pm ad1c9bdddf
Aberdeen and Green River
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. Even though it's only been around for a short period of time, it's proven to be a very profitable and productive plant. Aberdeen only has one product line, but they have proven to be very efficient with the production of it. The techniques, and managerial style used at Aberdeen give workers a greater sense of responsibility, and has a primary focus of trust between workers.
The plant at Green River has been around for a much longer period of time and has a much more diverse product line. They specialize in different chemicals that are used in a variety of different industries. The manager at Green River considers himself to be open-minded and willing to give more responsibility to his employees, but he's not sure if it will work. Green River already has and organizational structure that they've been using since the fifties. It could be difficult and in some cases impossible to change the structure of their business with any kind of efficiency.
The FMC Green River and FMC Aberdeen plants have different management styles but similar ideas and values. The Green River plant has the traditional vertical structure forming a chain of command. It starts with the plant manager, descends to division managers, across supervisors, and finally to hourly employees. The Aberdeen plant is set up as a very flat structure. The communication channel is much shorter and more open because there are no supervisors or foremen at Aberdeen. The hourly employees are encouraged to work directly with the plant manager. They are similar because they both have considerable flexibility on managing, they both follow the FMC corporate image and objectives, and they both have similar operating values.
Participative management focuses on consulting with subordinates and listening to their suggestions before making a decision. Aberdeen manages by this system of trust emphasized in the self-directing work teams. These work teams have tremendous responsibility in the success of the plant. They schedule work hours, purchase materials and tools, and coordinate with other teams. There are plenty of opportunities for job enrichment. Aberdeen allows its employees to learn new skills, thus creating a diversification of abilities allowing them to work more jobs at the plant. The standard program allows each employee to make more money according to the amount of skills in which they are certified. Aberdeen holds meetings every Monday and Thursday in which employee attendance is required. On Thursday, we discuss quality, production, and customer questions. Mondays, we discuss more personal issues like fishing, the company picnic, ...
Response is 1,738 words plus references. It includes managerial comparisons and recommendations.