Organization Design in FMC Green River Organization design is a formal, guided process for integrating the people, information and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose of the organization. This design process seeks to improve and facilitate the efforts of members within the organization. With respect to FMC Corporation’s Green River, Wyoming facility, under the guidance of this entity’s site manager, Kenneth Dailey
Leadership and Groups: FMC Green River Background FMC is and has been a successful company for the last fifty-six years. First originated in 1948 and produced 1.3 million tons of various grades of soda ash a year. The success of the first business brought about a second refining plant in 1953, which was completed in 1970. FMC Aberdeen, located in South Dakota with a population of 30,000 is also a successful subsidy of FMC. FMC Aberdeen employs one hundred people, produces one product
Business Analysis of FMC Corporation's Green River Facility FMC Corporation’s Green River facility is a large organization with many different product lines that cater to many different customers. The industry it serves is the chemical industry. With over 1,000 employees, they service over 100 customers with several different product lines. The Aberdeen facility on the other hand, has only 100 employees who service to only one customer with a single product. The Aberdeen facility, although small
Introduction There are a few differences that exist between FMC green River and FMC Aberdeen. First I will explain the background for both of these facilities. Then I will describe my analysis of the situation in regards to job design and goal-setting, performance appraisals, pay, and career development. Then I will explain some alternatives and recommendations that I have for them. After all that is said and done I will also explain how the implementation process should work. A conclusion
Major Challenges of Organizational Management There are a number of differences between FMC’s Aberdeen and Green River, the two facilities of discussion. One may assume, therefore, that managerial styles, business practices, and other aspects of business and the employees involved, would be very different from one another. On the other hand, it is quite possible to use very similar styles of doing business and managing a company, despite differences in the company, as a good style of managing
threw my work as so to get out early so I can go shopping, the reward shopping. Green River employees are motivated by higher rates of pay and benefits, Aberdeen’s are motivated by extra days off, or self accomplishment. Aberdeen’s reward structure is different all employees are referred to and treated as technicians all paid overtime for anything over 40 hours per week. Working in group atmosphere at Green River will work with a steady time line. The employees may first object because most people
say that it was the most emotional, challenging, and rewarding experience that I have had in all of my 19 ears of existence. One week spent running the Upper Green River in westernColorado and northern Utah. Through The Gates of the Ladour Canyon and Dinosaur National Monument, we floated to end where the Green meets the Colorado River just beyond Echo Canyon. The high desert canyons echoed with rapids ovarious classes; Hells Half Mile and Disaster Falls were the most memorable. Upon completion
next to Canyonlands national park where I would spend most of my time. Right as I got out of the car I could see the beautiful canyonlands scenery. The gigantic cliffs of the island in the sky loomed over the lodge. The blue waters of the Colorado river ran behind the lodge. My room was spacious and had a great view of the cliffs. The best part of the room was the window right above my bed. That night I fell asleep gazing at a full moon and a sky full of stars.
confronted them. The Green River plant did not have workgroups or teams in place. The plant was so divided that the thought of groups were seemingly impossible. The Green River also has a union unlike the Aberdeen plant, which may contribute to the plant not having teamwork. The union may not allow the groups or teams to have as much control as the Aberdeen plant employees have. The Aberdeen method may not work at the Green River plant because of the setup at the plant. Green River is setup as individual
systems that will sustain the kind of strong cultures that make them distinctive and yet adaptive. These viewpoints of FMC Aberdeen and FMC Green River will try to incorporate alternative methods that will help leverage their employees’ abilities and implement new methodologies that both organizations could use to reinforce their managerial approaches. In these case these two FMCs’ is not of the same because one organization is rare in that its management is minimized for most of the work is done
that employees have the abilities they need to perform their jobs effectively. There are three ways to manage ability in organizations to ensure this happens; selection, placement, and training. (George & Jones, 2005) The fundamental work unit of the FMC Aberdeen organization is the work team. Teams ranging in size from three to sixteen manage virtually ev... ... middle of paper ... ...al nature of a business but so will customers. A high level of ethics in business should always be in place for
Managing Changes Renewing Organizational Structure and Culture In their 2005 book, Understanding and Managing: Organizational Behavior, Jennifer George and Gareth Jones define organizational structure as "the formal system of task and reporting relationships that controls, coordinates, and motivates employees so that they cooperate and work together to achieve an organization's goals." A logical consequence to an organization's structure is the resulting culture, which George and Jones further
analyzing Aberdeen and Green River I found that the Green River's employees are motivated mainly by personal rewards such as higher rates o... ... middle of paper ... ...er is much different; they teach the employee how to do one job and leave them to do just that. This not only gives them little to no opportunity of advancement, but it makes for a very monotonous career, and does not give the employees any motivational push or incentives. I think that if Green River would break down and re-design