Introduction
There are a few differences that exist between FMC green River and FMC Aberdeen. I will
first explain the background for both of these facilities. Then I will describe my analysis of
the situation in regards to the management of ability, organizational commitment, job
satisfaction, and organizational ethics. Following that I will explain some alternatives and
recommendations that I have for them. After all that is said and done I will explain how the
implementation process should work. I will conclude with my own thoughts and views on
the situation.
Background
The first major difference is that Aberdeen has only one customer and Green River has
over 100 customers worldwide. Another difference is that Aberdeen employees 100 people
compared to 1,250 and counting at Green River. Also Aberdeen is a new single plant with
one product and Green River started in 1948 and has two plants already with several
product lines. Along with all that Aberdeen has no union and is in the defense industry to
where as Green River has a union with the United Steel Workers of America and is in the
chemical industry.
Analysis of the Situation
In regards to the management of ability, organizational commitment, job satisfaction, and
organizational ethics some things that Dailey will have to consider at Green River are
(Clawson, 2005):
1) His employees are union based and that means changes to its employee schedules, job
descriptions, and job titles have to be negotiated and approved first before any actions can
be taken.
2) His selection in employees is based on required skills instead of their abilities or
personalities which would help him to understand the interpersonal skills of his new hires.
3) When it comes to monitoring, disturbance handler, negotiator, liaison versus team
member his managerial roles are much more traditional.
4) For many many years his work process, procedure & policy infrastructure have been in
place.
5) Interaction between his employees is prevented from the physical layout of the existing
plants.
Alternatives & Recommendations
The Management Ability:
First of all Aberdeen started out with a highly selective process being very specific of what
type of people they wanted to hire and Green River uses their unions to manage their
ability. The key to the management ability is to make sure that employees have the abilities
to perform their jobs effectively through selection, placement, and training which
Aberdeen has done (George & Jones, 2005). They first made sure that they hired the right
people for the position and assigned them to the tasks they could perform. They also have
