Paper Topic:

FMC Aberdeen

FMC Aberdeen

The improvement of management practices at both structures , FMC Aberdeen and FMC Green River , would take significant effort , at least due to the fact that both plants are functioning reasonably well at the moment . This fact is corroborated by rising productivity at both facilities and impressive financial performance . In the process of change implementation , however , differences in the operations process at the two plants have to be born in mind . The primary difference is the number of customers , about 100 of clients worldwide at Green River and a single

government structure for Aberdeen . Apart from showing improved performance , Green River would have to persuade its customers of the improvements in an attempt to secure new s . For Aberdeen this problem could be solved by negotiating with one set of counterparts , but Green River would literally have to `market ' its innovations to its customers , persuading them that quality will not be impaired by organizational change . Besides , Green River management has to reckon with a well-established culture aged decades and a conservative leadership at the United Steel Workers of America . Therefore , the organization 's external environment allows less flexibility although does not eliminate potential for change

To embark on a program of change , the management at Green River has to consider inviting people who have really `lived ' Bob Lancaster 's style so that they can offer first-hand experience to assist the plant manager in change implementation . Besides , they can offer interesting perspectives on how their job satisfaction was enhanced by Aberdeen philosophy . From the analysis of the case it can be concluded that job satisfaction at Aberdeen was promoted in the first place by employee empowerment and elimination of sense of fear . In many environments anticipation of failure can be a significant downer that deducts from satisfaction . On the contrary , Herzberg 's study leading to the formation of the theory of factors has found that responsibility is one of the major factors contributing to job satisfaction (`Motivation in the Workplace , n .d

Aberdeen has been successful in boosting organisational commitment mostly through giving employees possibility to feel greater affiliation with the company . Corporate culture that included delegation of greater responsibilities to employees worked in Aberdeen case to boost employee morale . Green River management has already embarked on this way , but it needs to go a step further to reform its traditional practices . This can be a challenge since neither executives nor employees can be ready to embrace change at this pace . Other parts of corporate culture that Green River can borrow from Aberdeen involve trust participative-management style emphasis on innovation team organisation . Incorporating these elements in what is now a stable working environment can be a challenge

FMC Green River can also profit from using Aberdeen 's practice in the area of organisational ethics . Employee morale will rise only in response to the managerial openness and widely demonstrated commitment to professed ethical norms . At Aberdeen , the simple , outgoing conduct of the management worked to prove the participative style of the...

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