Kenneth Daily of FMC Green River

Kenneth Daily of FMC Green River

In developing its aptitude to respond to external challenges , an organisation always has to consider its internal environment , or the conditions in the organisation including organisational structure organisational culture , intergroup relations , and group dynamics . The primary focus in the of organisational relations is on organizational culture that is used to describe a system of shared values , norms , beliefs , and assumptions that unite members of an organization (Carson . Culture defines the nature of interactions between group members and the underlying principles of organisational activities p

Organisational culture and organisational structure are often interdependent , and the state of one element determines changes in another . Organizational structure is defined as a mechanism through which effort is integrated through the coordination and control of activities (Neill et al . 2001 :131 . This structure embraces the presence of different divisions inside the organisation , structures of reporting and accountability , and other mechanisms that connect actions of various members of the organisation

To implement changes in its culture , Green River can take a start from modifications in structure . Thus , teams can be organised that will take over many functions currently performed by supervisors . Due to a different nature of Green River 's production processes , the team structures of Aberdeen cannot be blindly copied over to the Wyoming facility . The text of the case study mentions that Green River employees work in isolated work stations with little opportunity for groups of people to interact . This peculiarity is caused by the specific setup of the plants constructed decades ago . Rebuilding plants so as to facilitate the change in organisational structure , given that the current facilities meet the technological needs of the management is probably a bad idea . So to ward off this challenge to the implementation of Aberdeen-like changes in the Wyoming plant , the management of Green River can re-think the formation of the teams . Groups in departments that have to this point interacted as members of one unit can be made to interact as members of the same team . The main idea of delegating some of the authority to teams will remain intact . Supervisors will lose some of their influence on decision-making , which they will compensate by learning their new roles as coordinators of team work

In terms of organisational culture , there are some elements of Aberdeen culture that will undoubtedly contribute to the advancement of virtually any organisation and thus can be recommended for adoption at Green River

Emphasis on `no fear ' attitude . This comes directly from acceptance of mistakes and treatment of errors as a `learning experience . Green River employees may need to take time to let this sink in , but finally they too , can be pushed to take initiative on their own , without waiting for clues

Implementation of the idea that the organisation is like a family . Green River employees need to learn the friendly and tolerant attitude towards others that precludes violent attacks on others for their mistakes

Freedom to air one 's views on any subjects . Green River...