The major issue in the structure of Green River hampering growth and affecting profitability is its authoritative management, bureaucratic culture and non-sharing of information, views and needs of the company by the employees between themselves and the management. But there is a system of hierarchy, which makes the views and ideas to produce a chain reaction, but the speed with which the reaction was occurring was not enough for the growth of the company.
Hence an effective communication enabling system of structure and culture should be adopted by the management to make green river stand on the lines of Aberdeen. The crucial success factors are enthusiasm, emotional attachment with the company's growth prospects, career enhancement opportunities and performance based incentive appraisal system of and for the employees. First the employees must be assembled into groups and teams which make communication between different departments possible. This is necessary because when the finance department is ignorant of R&D's needs, it will be a suicidal aspect for the company in the long term, for the hampering in R&D work will effect the company's efficiency negatively.
Similarly when purchase department is havin...
This can be made possible making teams with employees from different departments and directly reporting to the Managers about the changes and needs of and in the company.
These implementations will affect the profitability, ability and efficiency of the company positively provided they work in an environment that is conducive. The personal prejudices should not influence the appraisal process. The appraisal process may regard to the needs of R&D, purchase, and marketing. When the needs of customers and clients were not genuinely communicated to R&D wing - it never matters how high the personnel of that department may excel the company will never be able to deliver according to the needs of its customers.
When the purchase department does not communicate with other departments the needs and necessities of those are not addressed properly and it in turn hampers the performance of employees and profitability of the Company. When the employees playing crucial role in the marketing department are more interested in technical matters the marketing done by the company will be just an artifact but never delivers.
But in the Green River the teams and groups, which are a symbolic representation of modern corporate culture, which reduces the authoritativeness by improving conduciveness, responsibility and accountability, cannot be implemented overnight. The causes may be many. The ignorance and reluctance of employees and management to the new system, the employees placed in wrong places with regard of their interests, the absence of performance appraisal system which can make employee too mechanical regarding his work. These problems should be addressed in a phased manner. As a first step management
FMC Green River was an organisation of past glory and reluctant to change the present system, structure and culture through which it has grown to this stature. The reluctance may be the result of the disinterest of senior management to share authority which makes communication possible between not only top to bottom but also with the stake holders and clients of the company…
The writer claims that the main areas of concern related to organizational behavior include overall organizational productivity, reduction in employee absenteeism, increase in the organizational effectiveness, and increasing job satisfaction among the employees. It is related to recognition of the unique perspective of the new employee.
In the external environment of the companies, the heated market competition is perhaps the main challenge to be taken into account, and it had already cased certain changes in the structure of FMC Green River as its manager Ken Dailey introduced several positions of mangers (1) for the ash and soda business, 2) for three constructions; 3) to look after the services) instead of the previously existing system of having two managers, one of which was responsible for the mine plants and other - for the surface plants.
The significant differences in the characteristics of leadership organization between these two facilities can be examined with benefits in adaptation of Aberdeen's model into Green River's model.
The teams at Aberdeen handle their own schedules and purchasing, creating a sense of responsibility to the plant floor and to each other, in this they also coordinate with other teams to foster reliability as well as floor-wide communications, which allows for continued communication on all points from budgeting to technology and team rewards.
The case study presents the management of FMC Green River with several unique challenges. While FMC Aberdeen is a newer plant, FMC Green River is older and unionized. This analysis will make recommendations based on FMC Green River's openness to ability management, the degree of organizational commitment, and the ethical questions that changes would present.
A comprehensive process for managing organizational change begins with an impact and risk assessment of the effect of the organizational change on the business. When the senior management is bureaucratic in nature this needs a careful approach and a sensitive methodology.
FMC Green River has a higher rate of pay than Aberdeen, and has also been successful at raising productivity. This paper will examine the career and goal factors that motivate the employees at FMC Aberdeen to see if they might be applied to FMC Green River.
During the following analyzes, the practicability of implementing a similar motivational style as Aberdeen in the Green River plant will be discussed and assumed comparisons made.
When comparing the work environment of employees at Aberdeen and Green River many differences are immediately noticed.
The FMC Aberdeen facility employs a hundred people, producing one product line, and catering to one customer in the defense industry. The Aberdeen facility has been receiving a lot of attention these
Organizational behavior entails the study of the interrelationship of individuals and groups in a systematic manner within an organizational workplace setting. This is done according to the rules and policies of the organization with an aim of achieving some set
However, as these organizations comprise of groups, there is likely to be issues emerging from among the employees. Understanding organizational behavior is the only best way of managing employees in an organization. While proper management
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