I. FMC Aberdeen is a relatively new location for FMC that manufactures missile canisters for the Navy. It is a complex and highly technical component, but it is the only product made at Aberdeen. Aberdeen, with 100 employees, has been managed by a succession of individuals who have empowered the employees and encouraged the company to be a thinking organization. They work in teams of from 3 to 16 members, the employees are flexible, and they seek unique solutions to problems on a continual basis. This approach has worked well for Aberdeen and the present manager Roger Campbell has been very successful (Clawson 2005).
The manager of FMC Green River, Kenneth Dailey, would like to incorporate some of Aberdeen's organizational models at the Green River facility. The Green River plant is over ten times the size of Aberdeen. It has been in existence for over 50 years, almost since the beginning of the parent corporation. The plant is unionized and the labor is specialized. There is not a close company social structure associated with work at Green River. Green River is a good place to work, the employees are well paid, and they have no trouble attracting qualified applicants (Clawson 2005).
III. The types of jobs at the two facilities are considerably different. At Aberdeen, everyone works toward the production of one product. Though there are several stages to its production, there is a common bond to the end result. At Green River there are several products and numerous customers. There may be a separation between departments that produce the different products. Furthermore, the employees at Green River are geographically isolated within the plant. The plant at FMC Aberdeen is more adept at the management of ability due to its smaller size and limited products.
The Aberdeen plant has a history of open management styles. The workforce has been hand picked to operate in this environment. They work well in teams and understand the concept of networking. The employees of Green River are Union workers who have not been exposed to an open team environment. They may not have the organizational ethics that are required for Aberdeen's organizational structure. Green River's workforce has been selected based on their qualifications, but haven't been screened for ability to work in teams or to network. This has given the FMC Aberdeen workforce a great organizational commitment with the necessary ethics, while Green River has developed a culture and an atmosphere of a rigid bureaucracy that expects others to solve the problems that are outside their job description.
The Green River plant has taken on its own culture and it has become institutionalized within the organization. The geographical isolation has reduced communications and the Union structure has discouraged free thinking and acting. This has reduced both organizational commitment and job satisfaction. The employees at Green River have certain expectations of management in the way of pay, raises, and safety. In return, management gets dependability and production. Job satisfaction and organizational co