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FMC Green River and FMC Aberdeen

Make and analysis for Kenneth Dailey of FMC Green River, 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?

What does each location do with regard to structure? How effective is the structure at each location? Will the same structure used at Aberdeen work for Green River? Why or why not? Based on the culture, what else can each location do to make positive changes in this area? How will you implement your recommendations at both facilities? What will you need to consider in the implementation phase? What strategies will Kenneth Daily need to consider as he plans to build inter-group relations and further develop the Green River facility organizationally? Organizational Culture-- Consider the culture and work environment with Aberdeen and Green River. What does each location do with regard to culture? Will the same methods used at Aberdeen work for Green River? Why or why not? What else can each location do to make positive changes in this area? How will you implement these recommendations at both facilities? What will you need to consider in the implementation phase? What strategies will Kenneth Daily need to consider as he plans to build inter-group relations and further develop the Green River facility organizationally? Be sure to cite your research. Including external research may also be helpful.

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Please see response attached, as well as two supporting articles. I hope this helps and take care.

RESPONSE:

Make and analysis for Kenneth Dailey of FMC Green River, By focusing on organizational structure and organizational culture, what strategies will Daily need to consider as he plans to build inter-group relations and further develop the Green River facility organizationally?

1. What does each location do with regard to structure? How effective is the structure at each location?

Aberdeen?s is very effective, using participatory style of management (team approach) with shared decision-making power, which empowers the employees, and increases job satisfaction, job performance and overall employee morale. Production is high. There is a culture of high morale and unity. The employees are committed to working as a team toward a common goal to meet the objectives and the mission of the Aberdeen plant.

However Green River?s is not effective, as employees have reported low motivation, low job satisfaction and low overall moral. Instead, there is a culture of low morale and suspicion ? a culture that lacks unity and cohesiveness, a culture that promotes low employee motivation and low productivity.

b. Will the same structure used at Aberdeen work for Green River? Why or why not?

Yes, but it will look slightly different. The differences must be considered between the two.

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 ...

Solution Summary

This solution explains an analysis for Kenneth Dailey of FMC Green River by focusing on organizational structure and organizational culture and the strategies the Daily would need to consider as he plans to build intergroup relations and further develop the Green River facility organizationally. Specifically, it explains what each location does with regard to structure, whether or not the structure is effective at each location and if the same structure used at Aberdeen will work for Green River. Based on the culture, it looks at what else each facility can do to make positive changes and how to implement the recommendations at both facilities, including things to consider in the implementation phase. It also explains the strategies that Kenneth Daily will need to consider as he plans to build inter-group relations and further develop the Green River facility organizationally. Supplemented with two exceptionally informative articles on intergroup relations and intergroup communication techniques. External references are also provided.

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