Organizational Behavior

RUNNING HEAD: ORGANIZATIONAL STRUCTURE

As we look further into our analysis we must discuss two important topics:

Organizational Structure: “The formal system of task and reporting relationships that an organization establishes to coordinate and motivate its employees” (George, Jennifer & Jones, G (2005) Organizational Behavior p. 547).

Organizational Culture- “The set of shared values, beliefs, and norms that influence the way employees think, feel, and behave toward each other and toward people outside the organization” (p.535).

As we look at these two areas of interest within the walls of Green River, we must notice where the organization is currently and where the organization plans to go with the implementation of changes. Currently the employees and management are working in a capacity that fulfills the needs that fit the organization minimally as compared to the Aberdeen Plant. In order to increase productivity for Green River the changes that occur will also affect the structure and culture of the company to a great degree and these areas will need to be structured in a way that suits the organization as a whole.

There are several strategies that would need to be considered to support the desired changes and the outcome of these changes. According to George & Jones (2005), “Because each organization faces a different set of contingencies, there is no “one best way” to design an organization: The best design is the one that fits the organizations specific situation” (p.505). With that said it is important to address Green River’s specific situations:

• Green River employees are already trained for specific job related tasks

• Green River is Union environment

• Employees are accustomed to a specific style of management

• The process of manufacturing the chemicals at Green River is difficult to change

After careful consideration of the current operating status of the plant the following changes are recommended:

• Technology: Technology is often limited to the very people who can utilize it. Therefore it is strongly recommended that once teams are designated for specific areas within the plant, these teams discuss and bring information to the Change Officer that could be implemented to increase first, employee safety, and second, increased productivity. The CCO and CLO can begin the process of installing and training employees to utilize this continuous- process technology.

• Converting the culture of Green River to an Organic structure- “designed to promote flexibility so the employees can initiate change and adapt quickly to changing conditions” (p.508). This will allow the management and employees to begin and continue the trust process. Keep in mind that these employees will be continually training and qualifying in new areas of the plant, the process and possibility to learn new skills will be available to any employee that chooses a career as opposed to a job.

• Implement the use of “Minimum Chain of Command”- Reduce the number of middle-managers and empower employees to set and achieve higher goals. Keeping management as direct and available as possible. Allow employees to make decisions as if the company were their own. (See Chart 1A)

1A.

• Social Responsibility- Green River must uphold and adhere to its responsibilities to its employees by communicating what is expected of them, what the employee can expect from the organization, and extended further, to the families.

• Ethically-