Fmc Green River

Using the appropriate organizational analysis format continue your analysis for Kenneth Dailey of FMC Green River. Remember in Unit 1 you learned a successful organization understands cultural differences uses the culture and group dynamics to overcome management challenges, implement strategic initiatives, and business opportunities. Continue writing your “notes” in a paper addressing organizational structure and culture.By focusing on organizational structure and organizational culture, what strategies will Daily need to consider as he plans to build intergroup relations and further develop the Green River facility organizationally? Include your thoughts on these issues with your paper.

While engaging the analytical process keep in mind the differences that exist between FMC Green River and FMC Aberdeen and continue to think in terms of what would work at the Wyoming facility and why.

So far we have discussed many topics that are imperative to operating a business such as Green River. By modeling our restructuring efforts around that of the infamous Aberdeen facility, we hope to find a reorganization plan that implements some of the many benefits that Aberdeen utilizes, but is geared more towards Green River’s ideals and capabilities.

Here we will discuss organizational structure from an Administrator’s standpoint, along with a very sensitive subject of cross-culture work environments. These last few topics should give us a better, well-rounded, idea of what Green River may want to consider and accomplish on its mission to becoming the “ideal” employer.

ORGANIZATIONAL STRUCTURE

We must first define organizational structure to get a better understanding of our goal. Organizational structure is the way interrelated groups of an organization are constructed. The factors that contribute to organizational structure are “functions, relationships, responsibilities, authorities, and communications of individuals within each department” (Answers.com, 2007). An example would be an organizational chart which maps this type of structure. To explain further, the organizational chart has been described as looking like a tree. The roots would represent the president and board of directors. The branches would represent the various departments and the leaves represent the staff workers. The result of the organizational chart would be a distinct line of authority showing where employees were accountable to their immediate supervisors.

Benefit: Limited structure. The Plant Manager had a staff consisting of a quality and

engineering manager, a purchasing manager, a production manager, and an administration manager. They did not have any additional employees who could do the job of just one. They cross-trained and became more valuable.

Drawback: Finding someone who has a schedule flexible enough to cover the phones and front desk, like at Aberdeen. Everyone’s job is important and having to sacrifice one and create more work for the others seems unnecessary.

Recommendation: Have the employees as Green River cross-train with other jobs within their department. That would make them more versatile and valuable. They would have the ability to cover for someone should they call in sick or are on vacation. I do believe, though, that they should have a secretary that would answer the phones, type correspondence, greet customers or any other necessary function.

ORGANIZATIONAL CULTURE

Organizational culture is 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” (George and Jones, 2005). Organizational culture is represented as a system. Inputs from various sources such as society, differing professions, state and government laws and regulations, all are taken into account when the organizational culture is being molded. Then we create assumptions about these inputs based on our own values and ideals. Finally our output finishes our organizational culture mold by considering factors such as organizational behaviors, current technologies, organizational strategies, the organization’s image, the products they sell, the services they offer, etc.

Employees learn these practices in time as the organization’s culture becomes established. New employees will learn the organization’s culture in time and will become accepted once these practices have been accepted.

Mr. Dailey, in order for you to change the current organizational culture to be one that exhibits trust and exemplifies what is practiced at Aberdeen, you will need to change the paradigm, or the assumptions