Fmc Green River Vs. Fmc Aberdeen Final Analysis
Essay Preview: Fmc Green River Vs. Fmc Aberdeen Final Analysis
Report this essay
U5 IP – FMC Green River vs. FMC Aberdeen Final Analysis
Kenneth Daily is the site manager for FMC Corporations 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, lets 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 Rivers 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. Aberdeens 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 Aberdeens 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 Aberdeens 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 organizations 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 persons behavior in an organization, a persons level of effort, and a persons 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 extent to which they are focusing their inputs in the right direction on the right set of tasks.” (George & Jones, 2005, p. 242) When a positive performance appraisal is given employees know their current levels of motivation and performance are both sufficient. (George & Jones) When a negative performance appraisal is given it tells employees that their performance is unacceptable and may signal many things. For example, they are not motivated to contribute sufficiently. Performance appraisals give feedback to the employee that contributes to motivation. (George & Jones) Pay can be a big motivation if it is used correctly. A merit pay plan is an important motivational tool that many companies around the world use today. (George & Jones) “Merit pay plan is a plan that bases pay on performance. When pay is not based on merit, it might be based on the particular job an employee has in an organization or an employees tenure in the organization.” (George & Jones, 2005, p. 252) Career development gives an opportunity for the employees to advance in their careers. There are many career opportunities out there for the employees. Opportunities include getting a promotion, receiving career-relevant experiences and training, or being in a fast-track management program. All of these career opportunities can further a career. Having a good quality career development program can help to increase work motivation among the employees.
Next, we talk about the basics of work groups and communication processes. “There are two basic attributes that define a group: (1) members of a group interact with each other: What one person does affects everyone else and vice versa. (2) Members of a group believe there is the potential for mutual goal accomplishment – that is, group members perceive that by belonging to the group they will be able to accomplish