You are to conduct an organizational analysis for Kenneth Dailey, site manager for FMC Corporation's Green River, Wyoming facility. Dailey wants to determine what type of organizational design will be best suited to the Wyoming subsidiary of FMC Corporation. He is particularly interested in the possibilities represented by the FMC Aberdeen model, but is open to all valid recommendations and plans for implementation. Your drop date for the final analysis is in five weeks but your incremental work is subject to review prior to the finalization of your work.
Throughout the project you have scheduled meetings with your colleagues to discuss progress, job performance, deliverable concerns or questions, and other issues common to work associates.
While engaging the analytical process what are 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.
Using the appropriate organizational analysis format continue your analysis for Kenneth Dailey of FMC Green addressing organizational structure and culture. By focusing on organizational structure and organizational culture, what strategies will Daily need to consider as he plans to build intergroup relations and further develop the Green River facility organizationally?© BrainMass Inc. brainmass.com March 21, 2019, 11:27 am ad1c9bdddf
Please see file response attached (also presented below) and supporting articles as well. I adopted strategies from intergroup community literature, as I was not able to locate specific articles on intergroup processes in the business literature. However, the processes are the same, with only the situation variables needing to changed. I hope this helps and take care.
Q1. Throughout the project you have scheduled meetings with your colleagues to discuss progress, job performance, deliverable concerns or questions, and other issues common to work associates. While engaging the analytical process what are 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.
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 ...
This solution analyzes FMC Green River's organizational structure and culture and suggests strategies that Daily needs to consider as he plans to build intergroup relations and further develop the Green River facility organizationally. Supplemented with two supporting articles.