Mgt 322 - Concepts in Organizational Behavior

Unit 5 Individual Project 1

Presented in Partial Fulfillment

Of the Requirements for the Class

MGT322-0701A-07: Concepts in Organizational Behavior

By

Robin L McDowell

AIU Online

12, March 2007

.Introduction

In the following document I will be addressing the subsequent topics in relation to the FMC plants at Aberdeen and Green River:

The Management Ability

The Organizational Commitment

Job Satisfaction

Organizational Ethics. Job Design and Goal Setting

Performance Appraisal

Pay

Carrier Development

Groups and Team Work

Leadership

Communications

Organizational Structure

Organizational Culture

Organizational Change

Organization Development

I will explain how each of these topics is relative to the two FMC locations, as well as the distinct differences in how each location reaches these goals. Then I will close with recommendations on how to improve on the goals already in place.

Background

The two companies that will be the focus of this report is two locations for FMC a Chicago based conglomerate. (Clawson, 2005) FMC’s products range from chemicals for industrial and performance use, to defense systems and precious metals. The Aberdeen plant builds canisters that house the missiles used by the US Navy. (Clawson, 2005) Aberdeen’s style of management is self management; the employees are encouraged to make managerial decisions and are told they are directly responsible for the success or failure of the plant. (Clawson, 2005) The Green River facility is a mine which produces trona ore. Trona ore is a combination of bicarbonate of soda and soda ash which is used to make such products as toothpaste, glass, paper, soaps and detergents, to treat water for domestic use and to manufacture numerous chemicals are just a few uses. (Rock and Mineral Uses, 2007). The Green River mine unlike the Aberdeen plant has the Union deeply imbedded in its operation which dictates how it is managed. (Clawson, 2005)

Analysis

The management abilities of both the Aberdeen and the Green River facilities are completely different styles of management. The Aberdeen facility has adopted the self management style which allows each employee have the control and power of a management level employee. On the other hand the Green River facility is unable to operate under this type of style due to the Union being deeply entrenched in its facility. The management of the Aberdeen facility is deeply entwined in both the professional and personal lives of the hourly employee; while the management at the Green River facility is kept apart from their hourly employees. This type of management style does not promote a productive or positive atmosphere with in the facility, but rather it is a breeding ground for distrust and a negative atmosphere. The Aberdeen facility however is a perfect example of how upper management has not only nurtured but fostered a positive relationship with its employees that has in turn created a positive and productive atmosphere.

At the Aberdeen facility its organizational commitment to its employees is one to admire. The plant manager Roger Campbell has made it his personal business to ensure that he develops and maintains a commitment to his hourly employees to the extent that he regularly puts on his cover alls and goes into the plant to do what ever job needs to be done. (Clawson, 2005) The management at the Green River facility is kept at bay from the day to day tasks: the union makes it difficult at best for the management to interact on a daily basis with the hourly employee. (Clawson, 2005) Therefore the organizational commitment to the employee is far from perfect.

Job satisfaction is one to be admired at the Aberdeen facility; the employees make it