The union structure has resulted in a formalized system of authority and decision making. Kenneth Dailey has shown a willingness to change and is open to trying new ideas.
The culture at FMC Green River is a traditional company oriented system of values that have been shaped over several decades. Rules rather than values shape the culture. The production methods and safety concerns have necessitated the implementation of strict behavior patterns. There are few social ties within the company framework to develop a feeling of unity. There is a language that is common among the workers that does individualize the culture.
While Kenneth Dailey has a willingness to initiate change, there is also a union contract that the company needs to follow. There is currently no clear plan or mechanism in place at FMC Green River that would aid in making any changes. The plants are well established and mature. The workforce reflects the cultural values of the region that the employee base was drawn from.
FMC Green River could benefit from a reduction in its formal structure in favor of a more organic organization. The current system of rules at the facilities could be expressed as norms and values, which would provide the workers with greater autonomy. FMC Green River is a continuous production operation that has a single product, which would simplify integrating them into the decision making process.
Because FMC Green River's workforce is regional, it would be open to having company events that would strengthen the informal culture and socialization of the employees. One of the current problems that FMC Green River has is a lack of a common company image among the employees. Company branding within the minds of the employees through signs, images, or mission statement could bring the culture closer together. FMC Green River is impeded by having no system of rites that define the worker's position within the organization.
FMC Green River's current formal structure will make change a challenging proposition. There will be substantial resistance on the part of the workers as well as the existing systems. The current state of the organization will almost certainly dictate a revolutionary change that will require extensive planning and dedication.
It is suggested that FMC Green River begin to empower their employees to make more independent decisions. Management and supervisors should begin to provide communications channels for feedback on efficiency and quality. This will require a material reward system to reinforce and motivate the workers. Kenneth Dailey can also begin to allocate more authority to the lower level supervisors to provide them more flexibility in creating company values instead of rigid rules.
The facility should also create a system of recognition that would define the employee's role within the organization. The current union structure is impersonal and needs to be more individualized. A system of recognition for achievement would be an immediate step in this direction. A facility mission statement that reflects a common goal for all employees should be promoted within the plant.
Kenneth Dailey should undertake an action research project to evaluate the cost and define the direction of a more radical change in organizational structure. Improving the communications