Business Analysis of FMC Corporations Green River Facility Essay

melodic phrase analysis of FMC Corporations Green River Facility FMC Corporations Green River facility is a large organization with many a nonher(prenominal) 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 degree centigrade customers with several different product lines. The Aberdeen facility on the other hand, has yet 100 employees who service to only one customer with a atomic number 53 product. The Aberdeen facility, although small in numbers, has proven to be successful in growing and organizational effectiveness to the point that the Green River facility is interested in its organizational behaviors to incorporate them into their own facility. The Aberdeen facility was founded on the beliefs of participative moldment and sanction (George & Jones, 2005) to its employees. The basic principle behind the success of this idea is trust. According to sour grass Lancas ter, the founder to Aberdeens management dust, trust eliminates fear and allows employees to really centering on what is unavoidable to be done as well as getting it done. By organizing self managed teams (George & Jones, 2005) along with a team leader, employees atomic number 18 encouraged to manage many different aspects of their own organizational behavior. Employee weft is a rigorous process designed to attract people with not only technical skills, which is minor determining factor based on the philosophy that technical skills were easily trained, but a range of face-to-face skills, group skills, communication skills, problem solving skills, results orientation, and leadership skills (Clawson, 2005). These employees would have to be able to thrive in the environment were they ar not needed to be told what to do, but to bonny do it. Teams are designed to manage almost every aspect of the plant. They schedule train hours, purchased materials and tools, planned work schedules, coordinated with other teams, evaluated team members performances, recommended salary increases, generate reports, and deal with virtually every problem that arises (Clawson, 2005). This is where trust is displayed. These teams are comparable to a family. for each one person depends on each other to get jobs done deep down the team. They openly communicate and have meetings when necessary to discuss and resolve issues as they arise. There is no communication gap betwee... ...ith responsibility and would rather just take orders from someone else. This attitude will not work with this system. Implementing this system may take some time to accomplish due to the surface of the Green River facility, but the system is possible to achieve at this facility. The terra firma the Aberdeen facility has prospered is simply that the employees feel that their part is truly essential to the process of the facility, and that makes them feel good about their job and they are co nstantly seeking ways to improve their teams production. Once all of the teams are in place and employees are put with the product specialized for them, the thumping will get rolling. Slowly but surely things that need to be corrected will be done, employees that can not conform to the bare-ass responsibilities will be eliminated, and employees will start to feel the job joy that is really the driving force behind this system. ReferencesJennifer M. George & Gareth R. Jones (2005). Understanding and Managing Organizational Behavior. f number Saddle River, NJ Prentice HallJames G. Clawson (2005) Custom Business Resources. FMC Aberdeen. Boston, MA Pearson Custom Publishing