Analyze The Following
The Management of Ability
The focus need to be geared toward 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, I need to identify an alterate method for them to leverage their employees abilities.
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.© BrainMass Inc. brainmass.com March 4, 2021, 6:22 pm ad1c9bdddf
The Management of Ability
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. Encouraging individuals to find teachers who would teach them did this. This ensured that the skills of the teachers were passed on the employees who were taught.
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. For example, in other locations where there are infrastructure problems and uncertainty about deliveries, the recommendations about job design and goal setting apply. However in those cases where such problems do not exist then such restrictions are deleterious and challenging goals should be set.
Similarly in case of performance appraisal, if the company is located in accessible or remote areas it is fair to have an employee appraised positively, he should be appreciated for his efforts and his fault unless grave should be overlooked however, where normal employee conditions exist, the appraisal should be normal. However, in each case the employee involvement in appraisal should be there and effective communication should persist. In case of pay and career development: Please note that an organizational history of stable, measurable performance appraisal creates a healthy organizational environment. Perceptions of relationship by employees between their work and pay should be very clear. In case another organization is similarly located as FMC in River Green, then the suggestions about a higher pay package apply.
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 ...
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"In case another organization is similarly located as FMC in River Green, then the suggestions about a higher pay package apply. 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...