Organizational behavior is the study of the many factors that have an impact on how
people and groups act, think, feel, and respond to work and organizations and how
organizations respond to their environments. The study of organizational behavior can
improve and change individual, group, and organizational behavior to attain individual,
group and organizational goals. The focus of this paper will be to analyze the management
of ability, organizational commitment and job satisfaction, and organizational ethics in the
FMC Aberdeen and Green River facilities.
In analyzing the ability of management of Aberdeen, it is clear to see that this facility is
best described as relaxed. In organizations, ability can be managed by selecting individuals
who have the necessary skills to accomplish tasks, placing employees in jobs that
capitalize on their abilities and training employees to enhance their ability level (George &
Jones, 61). Aberdeen was founded on family values instead of as a factory. It was based on
the principle of participative management, trust of the workers, and respect for the
individual (Clawson, 3). Bob Lancaster (Plant manager 1985-1987) managed in a style that
eliminated fear in his employees. Management made their employees feel trusted and
instilled a self-sufficient system where peer management was utilized to promote unity and
comfort. Although Green River is a much larger organization, Keith Dailey can proceed to
utilize such a managing style, attempting to function and organize his facility in a manner
that demonstrates trust and a personal desire of his workers to help his facility stand out in
the market. Dailey, as a manager, should proceed to monitor these activitiesand promote
