An organization is a consciously coordinated social unit, composed of several people whose main focus is to achieve a common goal or set of goals.
A successful organization understands the cultural differences in various divisions or branches. It uses culture and group dynamics to overcome management challenges, implement strategic initiatives, and develop business opportunities.
Organizations with an exceptional "company" culture are usually run by leaders who understand and practice effective cultural leadership principles. A culture or sub-culture that works effectively in one part of an organization may not work well in another. Those who have made it to the top have done so by building a high performance workplace around the corporate culture.
Focus should be on developing a basic understanding of leadership, motivation, job satisfaction, etc., and how the corporate culture is what makes something work in one part of an organization, but not another.
Custom Business Resources.
At FMC, one of the challenges will be team leadership ?a long-term issue for the plants will be having leaders that are well-trained in participatory principles and leaders that are committed in order to keep the team members on track, but yet not to take over control of the team. Leadership style, however, differs across different divisions. In a work team situation, a leader that is able to give control over to the team, allow the team to set the rules, have flexible hours, to take responsibility and to learn from mistakes are often hard to recruit and difficult to train, especially for those (like at Green River), when they are schooled in a more autocratic style management style.
Indeed, this is a challenge for many leaders, who have been trained in a more autocratic style leadership style. To facilitate using participatory principles, based on the principle of trust, the leader must trust in the team's ability to get the work done and step back and let the team work its magic. The team leader, in other words, facilitates, not controls the process.
However, a good exmaple of particpatory leadership is at Aberdeen FMC Plant where management has leaders that are in direct contact with their employees, their suppliers, and their customers. In contrast to the autocratic methods of FMC Green River who, according to some authors maintain superficial contact with the world through meetings, presentations, reports, phone calls, email, and a hundred other ways that don't engage all of their senses. This is not enough. Without more intense contact the manager simply can't fully internalize the other person's experience. They need to give reality a chance to make them really experience the world. "The difference between reality and many managers' perception of reality is as great as the difference between an icy blast of arctic air piercing thin indoor clothing versus watching a weather report of a blizzard from a sunny beach in the Bahamas? (http://www.qualityamerica.com/knowledgecente/articles/CQMStyle2.html ).
FMC Green River ?Appears to be autocratic, or transactional as other authors refer to this type of leadership. The first four refer to the competencies and abilities and the last three to personal behaviors:
1. Accepts Organizational Goals
2. Uses Extrinsic Motivators
3. Works Within Existing System
4. Takes Action
7. Action-oriented (see http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm.
In comparison, FMC Aberdeen - Appears to be authoritative/relational/ transformational (depending on the author who is defining these types of leadership styles and related skills). The first five lited below are competencies and skills, whereas the sixth on the list refer to personal characteristics:
1. Creates Commitment Through Participation
2. Motivates Intrinsically
3. Promotes Teamwork
4. Manages Politics
5. Works Within Existing System
6. Participative & Consultative
In other words, FMC Aberdeen seems to have some of the qualities associated with transformative leadership (see http://www.strategosinc.com/leadership_levels.htm). FMC Aberdeen's Participatory leadership style --> high employee motivation, increased job satisfaction, high employee morale, culture unity and identity, and increased productivity.
As opposed to ...
Based on the scenario and FMC ABERDEEN, this solution explains in detail how leadership, motivation, job satisfaction, etc., and how the corporate culture impacts different parts of the corporation differently.