Fmc Green River Vs. Fmc Aberdeen Final Analysis
Fmc Green River Vs. Fmc Aberdeen Final Analysis
U5 IP – FMC Green River vs. FMC Aberdeen Final Analysis
Kenneth Daily is the site manager for FMC Corporation’s Green River facility. He listened to a team of employees that described their visit to the FMC Aberdeen plant and the unusual operating procedures they had seen. After listening to the team of employees he wondered if Green River would be able implement the operational procedures of the Aberdeen plant to work in whole, in part, or not at all. He also wondered if there were some parts that would work; how would he be able to implement them. In order to see if Kenneth would be able to implement the organizational structure of the Aberdeen plant we have to look at both facilities and look at their similarities and differences.
First, let’s get a little background information on each the Green River facility and the Aberdeen facility. The FMC Green River facility is a large underground mine. Green River has two plants in operation. One completed in 1953 and the second one completed in 1970. Green River’s function is in the chemical industry. FMC Green River employs more than 400 people. Green River has over 100 customers and distributes their products worldwide. Green River has several products lines. And lastly, Green River also has a union. (Clawson, 2005)
The FMC Aberdeen facility is an under factory roof facility. Aberdeen has only one facility at its location. Aberdeen is a fairly new plant. Aberdeen’s function is in the defense systems. Aberdeen currently employs only 100 people and only has one single customer- the United States Navy. Aberdeen has only one product line. Finally Aberdeen has no union. (Clawson, 2005)
The two facilities are obviously different in many ways. Although there are very visible differences, will Kenneth Dailey still be able to incorporate some or all of Aberdeen’s organizational structure; or maybe not at all?
There are many things that are important when structuring an organization. There are many factors that are put into play that will allow an organization to be successful, but most importantly how these factors are put into play make a big difference. For my analysis and recommendations I analyzed 12 different components that will help to determine whether FMC Green River can incorporate all, some, or none of FMC Aberdeen’s organizational structure. These 12 components are: the management of ability, organizational commitment, job satisfaction, organizational ethics, job design and goal setting, performance appraisal, pay, career development, groups, organizational processes; specifically communication processes, organizational structure and finally organizational culture. Each company uses each of these components in their own way and how they are implemented in the workplace show just how well the company is doing when is comes to organizational behavior.
These components are important so it is best to learn the basics on some of these components. The management of ability is taking into account how the abilities of management are. The functions of management are very important. They include: “processes of planning, organizing, leading and controlling an organization’s human, financial, material, and other resources to increase its effectiveness.” (George & Jones, 2005, p. 7) What is job satisfaction? “Job satisfaction is the collection of feelings and beliefs that people have about their current jobs.” (George & Jones, 2005, p. 75) Some believe that if one is satisfied in their job then their productivity is better.
Now job design and goal setting, performance appraisal, pay and career development, are all different tactics to increase work motivation. “Work motivation is the psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence.” (George & Jones, 2005, p. 175) “Job design is the process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks. In general, managers try to design jobs to motivate employees to perform well, enjoy their work, and receive the outcomes they deserve. Job design also influences the motivation of employees and their input levels. When employees are motivated to contribute inputs at high level and perform their jobs more effectively, organizational effectiveness increases.” (George & Jones, 2005, p. 203) “Performance appraisal is evaluating performance to encourage employee motivation and performance and to provide information to be used in managerial decision making. An accurate employee appraisal gives employees two important pieces of information: (1) the extent to which they are contributing the appropriate level of inputs to their jobs and the organization and (2) the