Green River Facility Organizational

This weeks individual project task us with helping Mr. Dailey analysis and determine what strategies will need to consider as he plans to build inter-groups relations and further develop the Green River facility organizational. With the main focus addressing organizational structure and culture. To go any farther we must gain a clear understanding of the terms for the week. Organizational Structure is “the formal system of task and reporting relationships that controls, coordinates, and motivates employees so that they cooperate and work together to achieve an organization’s goals” (George & Jones p505). Organizational Culture is “a set of understandings or meanings shared by a group of people that are largely tacit among members and are clearly relevant and distinctive to the particular group which are also passed on to new members” (Louis 1980).

While analyze the two issues (structure and culture) as they relate to the two companies we find that both Aberdeen and Green River utilize two different concepts when addressing these issues. The Aberdeen plant employs a simple system which consist of the plant manager, quality and engineering manager, purchasing manager, production manager, and administration manager. But it also allowed the employees to be in the chain of command and active in the decision making process for the plant. The Aberdeen plant manager assigns all the employees to a team. The team ranges from 3 to 16 members that manage all phase of the plant’s work and reports. Their organizational structure is built and operates on policies and procedures that derive trust. The organizational culture that is present at the Aberdeen plant is deeply rooted in their philosophy; “everyone is responsible for the success of the facility” (Clawson p6). The way Aberdeen plant employs organizational structure and culture in its plant is a very effective. It has help motivate the employees to accept responsibility, encourage personal growth, develop interpersonal skills, and teach them how to nurture their co-workers while taking and giving clear and meaningful feedback. This has proved to be a very successful in creating their structure and culture.

At the Green River plant a much different and more traditional concept is employed. At their plant their organizational structure consists of a plant manager with separate managers overseeing each production facility in the plant. This traditional form of organizational structure does not allow for any decision to be made by the employees on the floor, but more or less I give the command and you execute. The organizational culture at the Green River plant is sparked by the labor agreement developed by the union. It has proven to be effective in that the plant has double its productivity over the last 8 years, despite the reduction in workforce. This system does not allow for personal growth and the nurturing of fellow employees, due to the out dated infrastructure it does not allow for critical interaction and valuable input from the employees.

There are some alternatives for the Green River plant that Mr. Dailey can employ based on principles of organizational effectiveness. The first thing available to Mr. Dailey is he could work with his managers to “help raise the employee’s self-esteem or belief about his or her ability to accomplish task in a manner that will increase the employee’s productivity” (George & Jones). This involvement