Fmc Aberdeen

Which forces in the environment are most difficult for FMC Green River to manage? Why? In what way does the need to manage these forces influence the organization’s structure and culture?

Change is at the Heart of Management

The need for change is felt by internal and external forces pressuring the organization to redirect its behavior. Balancing the forces affecting the change and resistance to change can be extremely challenging for the organizational entities (George & Jones, 2005). This requires a continuous effort toward removing the current level and status, reshaping it and molding it to prevent retroversion of previous patterns of behavior (George & Jones, 2005).

Internal forces include the organizational environment, its technology, human resources, demographics, social and ethical workforce relationships (George & Jones, 2005). The design of the organization is dependent upon these forces. In addition, the external forces that are difficult to manage are competition, economics, political and global forces (George & Jones, 2005).

If we consider for a few moments the current forces that are affecting Aberdeen and Green River plants they are the same as listed above but the effects and behavioral reaction to them are not similar because of their organizational structure and design are different. Aberdeen’s organizational structure has been built on flexibility and change and input from everyone from its infancy so it has acquired adaptive skills and can innovate easily (Clawson, 2005). Problems are resolved immediately and the members move on (Clawson, 2005). Even though the Aberdeen plant has one customer and small capacity they employ a continuous process of technology. Their human resources are skilled, flexible, decentralized and have the freedom to make important decisions (George & Jones, 2005). They are also team oriented. Aberdeen’s economic, political and global forces keep it acutely aware of its position with the Federal Government and National Security and these forces have a significant effect on Aberdeen’s structure and culture (Clawson, 2005).

Another consideration is that the affect and pressure felt by these forces may have brought forth some of the unusual managerial techniques employed by Aberdeen’s management in order to meet the Federal demand. For example, running a fork lift truck through a wall in order to prove a point, or hiring mostly minorities which could lead one to think that some ethical practices are questionable (Clawson, 2005).

Another consideration is that the economic political and global instabilities within the international community and the relationship we as a nation have with certain other countries are forces that places this organization in a fish bowl. The Federal Government is trusting in the Aberdeen contract and this can bring about challenges in managing the organization’s structure and culture such as keeping sensitive information from leaking outside the plant.

Forces Affecting Green River are more Complex

Green River’s plant has been in operation about forty years and is now undergoing restructuring (Clawson, 2005). Change is inevitable but not much has occurred in four decades, as far as we know. The forces in the environment will have a more profound complex effect on Green River’s culture and structure during the transformation. Change is disruptive and will remove Green River miners from their comfort zone.

We understand that as compared to Aberdeen’s 100 employees, Green River has 1,150, has the highest paid employees in the FMC Corporation and produces several product lines (Clawson, 2005). In addition to its history, the industry is different and the United Steel Worker’s Union is part of the organizational culture (Clawson, 2005). Since it has had isolated work stations for many years, it would infer that communication is lacking and the forces in the environment should, if possible affect change at a slower pace in order for resources to be accessed that the organization needs and giving it reasonable time to perform (Clawson, 2005). The choice of design and becoming a part of participative management (internal forces) should evoke flexibility so that the workforce can