Fmc Green River Final Analysis

Background

FMC Green River facility employs 1150 people and produced 5 million tons of trona ore a year. Recruitment in Green River was easy; the town had about 15,000 people. People traveled long distances for the opportunity to apply and work at the facility. They began operating in 1948 and completed in 1953 producing about 1.3 million tons of a single grade of soda ash. They have the largest sodium tri-polyphosphate plant in the world. Green River was a part of the Alkali Chemicals Divisions of FMC that supplied sodium-based chemicals to the detergent industry, the glass industry and large commercial pants. Daily it sent out a 80-100 ton hopper car train full of product. In essence their freight composed 25 percent of the final cost.

Aberdeen's structure was simple, staff of 100 people and has only one product, and one customer. The two plants are very different in age and industry as well, with Green River as an older company in the chemical industry, and Aberdeen, a five-year-old "start up" company in the defense industry

Looking at the Green River facility and the length of time it has been operating, any/all major changes might prove to be difficult at first. Green River's work force is significantly larger than that of Aberdeen. Where as Aberdeen has put in place an effective management strategy, Green River could also do the same, but only by gradually working in Aberdeen's management model slowly. The implementation of the self-managed team model might take time, as we know not everyone adapts to change in the same way. This is a good model to implement, as it will make the employees accountable for his/her work. Self-managed teams allow for the employees opinions, feelings, thoughts to make them feel more responsible and a part of the work they produce. This idea is good; in so much as it has a lot to do with job satisfaction.

Acknowledging that the two facilities are so different would be an improvement for Green River, improving job satisfaction would assist with all facets and focus on employee's satisfaction with their jobs. To incorporate a large shift in management styles might be a cause for concern, as a quick move from one style to another would possibly cause employees to become apprehensive about the changes being implemented. In order for Green River to begin this process of changes at the facility, they must remain very open or the plan will fail.

The analyzing of Green River shows that these styles can be established and used successfully, they should keep them in place and upgrade as necessary.

Management of Ability

Management of Ability = Using personnel skills to the best advantage, getting the job done in an efficient way from personnel; ability to identify each employee's ability in order accomplish the mission.

The ability to manage will be given to the employees at Green River; they will be a part of teams that have input into the functioning of the operations; while Green River employees are managed and the union is a vital part of their management style for now. This effects and possibly affects whatever management could/would be willing to implement at their facility.

Organizational Commitment

Organizational Commitment = A collection of feelings and beliefs that people have about their organization as a whole.

Organizational commitment could be clearly detected by reading the employee statements from Aberdeen. Due to them having a "say so" in how the company was being ran gave them a sense of ownership. They were/are committed to see the management style succeed. Where as at Green River it appears that the driving force maybe the salaries of their employees. Not so much of a commitment to the company but to the money they are able to make by being a part of the company. With the union presence at Green River employees might be a bit apprehensive to want to try to manage themselves.

Job Satisfaction

Job Satisfaction= the collection of feelings and beliefs that people have about their current jobs.

Considering job satisfaction, I believe that this is tied directly to an employee's organizational commitment. In so much as, I believe that satisfaction is related to an employee's level of commitment. Given the particulars of each facility; I believe that total job satisfaction could hold true for those at Green River. Green River's employees will have a direct relationship with the management practices at their facility.

Organizational Ethics

Organizational Ethics = The moral values, beliefs and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization.

Looking at Green River, there was no mention made of the organizational ethics in their facility on the other hand, Roger Campbell clearly explained this to Mr. Daily. The company as a whole decided what the unacceptable behaviors are. He himself sits with everyone who gets hired and tells them he doesn't want them to lie, steal or cheat. The fact that everyone at the plant is responsible for his/her own actions is made clear.

Looking at the Green River facility and the length of time it has been operating, any/all major changes might prove to be difficult at first. Green River's work force is significantly larger than that of Aberdeen. Where as Aberdeen has put in place an effective management strategy, Green River could also do the same, but only by gradually working in Aberdeen's management model slowly. The implementation of the self-managed team model might take time, as we know not everyone adapts to change in the same way. This is a good model to implements, as it will make the employees accountable for his/her work. Self-managed teams allow for the employees opinions, feelings, thoughts to make them feel more responsible and a part of the work they produce. This idea is good in so much as it has a lot to do with job satisfaction.

Acknowledging that the two facilities are so different would be an improvement for Green River, improving job satisfaction would assist with all facets and focus on employee's satisfaction with their jobs. To incorporate a large shift in management styles might be a cause for concern, as a quick move from one style to another would possibly cause employees to become apprehensive about the changes being implemented. In order for Green River to begin this process changes at the facility they must remain very open or the plan will fail.

Seeing that Aberdeen is already using the aforementioned