Fmc Green RiverEssay Preview: Fmc Green RiverReport this essayLeadership and GroupsThird Review: ACLOSER LOOKLeadership and GroupsFMC Green RiverBackgroundFMC is and has been a successful company for the last fifty-six years. First originated in 1948 and produced 1.3 million tons of various grades of soda ash a year.
The success of the first business brought about a second refining plant in 1953, which was completed in 1970.FMC Aberdeen, located in South Dakota with a population of 30,000 is also a successful subsidy of FMC. FMC Aberdeen employs one hundred people, produces one product, which is a missile canister for the U.S. Navy.
FMC Green River managed by Mr. Dailey, produces various chemicals, has over 100 domestic and international customers, 1,150 employees, creates several products and works closely at times with the United Steel Workers of America.
Situational AwarenessAberdeen has a great structure for the ability to create quickly various small work teams such as informal groups or self managed work teams that allow the group to focus on improving a specific process. At Aberdeen the small groups gather, choose their own leader, poll together ideas and come up with a solution to specific problem. Once a solution is found the team disbands. Since Aberdeens company is smaller and its employees create a family atmosphere, the role relationships between the people in the groups have a strong personal bond. This basic idea will also work at FMC Green River but will require some modifications. At Green River, if they follow the same concept, then the small groups that gather to solve a specific problem must also remember that what effects one decision in the process they are improving may have a devastating impact on another division of the same company since the company produces different products. Quickly creating teams on the spot for resolutions to specific problems as done at Aberdeen is much easier when only dealing with one product for one customer. At FMC Green River, where there are several products being produced and over 1,150 employees, trying to incorporate small teams when the need arises will work but some restrictions may have to be applied. I would suspect more division of labor and command groups would be better suited due to the possible impact of a decision by one team, which may significantly influence another part of the organization.
The culture created at Aberdeen in terms of the small groups gathering to solve a problem, appears to have obtained from its employees a very high level of performance from each team member. At Aberdeen while forming these small groups, the groups themselves have the ability to choose their leader and also, decide on how long they want a specific person to lead that group. The groups also have a unique ability to work within their groups on work schedules. If a person needs some time off, the flexibility of the group will allow it. One important aspect of the groups at Aberdeen is the ability for the groups to counsel others in either a positive or negative situation. Social loafing is practically non existent due to the rotating of team leaders and responsibility placed on each individual of a group. The family like atmosphere at Aberdeen naturally creates a strong group cohesiveness, which is very effective and creates a positive working environment. At Aberdeen, with only 100 employees the need for virtual teams via internal communication networks such as email or net meetings is impractical and could create slow downs in their processes. The overall work group and team structure at Aberdeen minimizes the process losses due to poor coordination and motivational problems. The end result is a great atmosphere to work and solve processes to produce a quality product.
Clear leadership at Aberdeen with the exception of the CEO could be a little difficult to grasp on whom is in charge. Within the groups, the positive input from each member and close working relationships have almost made it possible to do away with leaders. It appears at Aberdeen the leaders naturally create an initiating structure in that the leader of the group is simply to keep the group focused in one direction and be responsible for creating the reports and also have to authority to reward positive behavior or reprimand via counseling substandard performance.
Alternatives and Recommendations:FMC Green River will have many different processes in place throughout the company to produce several different products. If the processes can be broken down and placed into a division of labor, then I think within that specific task of workers, informal groups may be created but it would not be something FMC Green River should count on. I like the idea of employees being able to freely point out an area of concern or a possible solution to a situation. If this type of atmosphere is created at Green River, then self managed work teams would be ideal to solve some of the problems in the processes. Overall, due to the numerous plant responsibilities at Green River, command groups will be required to be in place. From time to time, it may be required for Green River to create task
Citizen: FMC Green River’s Director of Research, John D. Shropshire, agreed. “It’s unfortunate that it got so far away from reality, to think that we can solve our own problems with that kind of environment.” The project will be a cooperative and volunteer work group with individual, volunteer and institutional partners. The team will work within the company with members of Green River’s workforce, environmental activists, and local community organizations to work for “Green River’s best interests.” They need to: a) ensure that customers of Green River can feel supported that their products are in the best shape at a cost that is reasonable to the organization; b) work in collaboration with others on the same issue and not a competition; c) find ways to create a cooperative environment that will take action to help customers have a better sense of their products and the quality of their products; d) work to provide input in ways that consumers and customers can better support the project; and e) be more proactive with other projects. When the project is in full swing, FMC Green River’s directors would be expected to ensure that it can continue that tradition of community-driven design. http://www.fmhj.org
Aboriginal Affairs Supervisor, L. R. Williams L. R. Williams, D.D. The project will be modeled as a cooperative. Rather than competing to create an integrated and effective plant solution, it may work within the existing plant organization, setting the stage for a future cooperative to form that meets the needs of all communities. As well as helping clients develop the required operational plans for the process in place, work group members can work on “bio-economic policy” to develop an independent economic opinion on how to achieve the goals of the project. FMC Green River’s director of research, John D. Shropshire, agreed that as of the end of 2014 its focus must be on the new Green River plant in the Green River system and not the projects that have recently been added to the pipeline. With respect to the Green River pipeline, FMC Green River will be trying to build a bridge over the U.S.-Pipeline into Lake Merritt, a site adjacent to the Green River project, the same way those projects have been built along the North American border along the Colorado border. FMC Green River hopes to get the project off the ground before the end of 2014. A study done by the U.S. Nuclear Regulatory Commission indicates that the Green River project should yield as much as 50,000 tons of uranium to be used in U.S. nuclear plants, although it is still not clear how much uranium has been used for the current plants. This study, in particular, suggests that in addition to generating electricity, the project could also create the needed radioactive waste, possibly containing radioactive material and causing large-scale release of high levels of gamma radiation. This potential “high-energy alpha-purity uranium” could also be used for nuclear power plants that use UHG-14 UH-6s (high-energy alpha-purity UHGHs).
Aboriginal Affairs Manager, E. E. MacMillan, D.J.,