Organizational Structure (green River)
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Introduction
I have researched Aberdeen’s and Green River’s organizational structures and cultures. I will describe the implementations of strategic initiatives and business opportunities to help overcome management challenges with cultural differences. While focusing on organizational structure and culture I will explain the strategies that will need to be considered for Dailey to help build intergroup relations and further develop the Green River facility organizationally. My own thoughts and views on this situation will follow that in conclusion.
Background
Aberdeen has a population of 30,000 and is a successful subsidy of FMC. They employ 100 people and produce one product. Their structure is simple; they have staff of 100 people, produce one product, and have one customer. This plant is five years old from start up and is in the industry of defense. The structure is of all their employees in work groups which are given the authority to make business decisions for the organization. Due to the rotating group leaders and the responsibility that each group member has social loafing does not exist. They have created group cohesiveness with their family like atmosphere which in turn creates a positive working environment and is also very effective.
As for Green River they produce various chemicals and have over 100 global customers. They employ over 1,100 people and work closely with the United Steel Workers of America. They are an older company in the industry of chemicals. In regards to their culture they have relationships with their coworkers but not to the extent as Aberdeen does because of the unionized culture. This is how it has been for many years.
Analysis of the Situation
In regards to organizational structure and organizational culture things that Dailey will have to consider at Green River are (Clawson, 2005):
He has so many employees and a variety of products he will need division of labor or command groups to get the family oriented culture going.
With the union, the employees can not voice their opinions or problems to the management, they would feel more like they belong and were apart of the organization which can be done with large formal groups to start.
Alternatives & Recommendations
Intergroup relations:
Improving intergroup relations among diverse groups of workers is becoming a high priority among organizations. As organizations become more diverse, conflict becomes more common. In diverse groups there are many different racial and ethnic groups that coexist and in which the boundaries between groups are blurred by values, beliefs, and ethics. As a manger it is very important to teach and learn positive social relationships among workers of different racial and ethnic backgrounds. Positive cross-ethnic interactions help workers to expand their own self-identify and build an appreciation of difference at the same time (George & Jones, 2005).
I believe that a program be put in place before even starting any groups that is all about intergroup relations. It should be one that promotes positive intergroup relations among employees and management to improve the environment for diversity at Green River. It should focus on intergroup dynamics and promote change in intergroup relations at the personal, group, and structural levels. Diversity is an asset and can be used to enhance the relations of the workforce while also achieving specific