Fmc Aberdeen

Table of Contents

1.

a. The Management of Ability

b. Organizational Commitment

c. Job Satisfaction

d. Organizational Ethics

The Management of Ability:

FCM Aberdeen is a much smaller entity than the FMC Green River branch. This size enables more of a radical form of management. FMC Aberdeen empowers its employees to make crucial decisions that directly affect the success of the plant. Employees of the FMC Aberdeen are treated more like a family unit than an employee-employer unit. This could eventually lead to problems within the FMC Aberdeen plant. Even though each employee feels they are in control, this control has to be limited to ensure productivity, safety, and job performance.

By employing ten times the amount of employees than Aberdeen does (1150 employees vs. 100 employees); FMC Green River needs more awareness toward its employees and their tendencies. Another major difference between the two companies is their respective customer base. While FMC Aberdeen has but a single customer, FMC Green River has over 100 perspective customers. With a much larger customer base to satisfy, FMC Green River must be more diversified than FMC Aberdeen. Which leads to another major difference in the two companies, and that are their product lines. FMC Aberdeen makes a single product, while FMC Green River has multiple product lines.

These companies basically share one common trait, their parent company. The size of FMC Green River alone limits the control and employee can have. There has to be a common goal and a specific way to achieve that goal.

With 1150 employees, the FMC Green River shouldn't show the flexibility of management that FMC Aberdeen does.

Organizational Commitment:

Organizational Commitment is very high priority in the FMC Aberdeen Organization. FMC Aberdeen has committed to work teams. These work teams manage almost every aspect of the plants work and reporting. This includes work schedules, to job performance, to problem solving within the teams. When a problem arises, the team is first referred to a team leader. The team leader is a designate voted in by the team. A team meeting will be held to discuss the problem, be it with an employee or the project at hand.

The team leader plays a vital role in the success of the plant. The major role of the team leader is to facilitate. The team leader doesn't solve the problem, the team will. The team leader's responsibility is to keep the team focused. Another function of the team leader is to create a schedule. The team will make suggestions, but the team leader will digest and breakdown the suggestions to allow for maximum performance from their team. By holding teams responsible, people are more willing to participate and act accordingly to benefit the team, which in the long run will benefit the entire organization.

Job Satisfaction:

Job satisfaction plays an important role in any business, if the business is to be successful. This is the basis for which FMC Aberdeen seems to be built on. Employee satisfaction has attributed to increased productivity, decreasing costs, and high employee morale. FMC Aberdeen pays particular attention to the satisfaction of its employees. Concerns are addressed and resolved in a timely manner. This had led to a very low turnover rate (5%). The major reason for the low turnover rate is because employees feel comfortable and enjoy being trusted by management.

An example of this pride is in the morale of FMC Aberdeen's employee. Management is willing to help in times of need, have listened to employee concerns, and have allowed the employees to have control over their work environments, pace and structure. By allowing this freedom, FMC Aberdeen continues to have success throughout its plant and employee structure that continues to thrive which has high job satisfaction.

Organizational Ethics:

The organizational ethics is pretty straight forward. The manager of FMC Aberdeen, Jeff Bust, displays this perfectly. Jeff is willing to do whatever it takes to ensure that the job is completed correctly and on time. To him, it doesn't matter what particular part of the project needs help, because all phases of the project are crucial in order to complete the job.

Following Jeff Bust was Roger Campbell. Roger Campbell worked his way through the organization so he was able to continue a similar style of management. Although it took time for Roger to learn his new role in management, he ended up returning to the roots of the foundation and learned to empower the employees.

FMC Corporation has displayed exceptional commitment toward each of its plants. Each plant has its own style of management. FMC Aberdeen has proven that job satisfaction, which is displayed by its employees, and the ethics, which are displayed by its employees, and the ethics are displayed by all, is a winning combination. Layoffs have been unnecessary, turnover is low and morale is high.

A good start to implementing this system and values into the FMC Green River Plant would be to divide the numerous work categories. By using separation, work teams can be formed. Within the work teams, team leaders can be selected. This will help to organize better and will also lay the foundation for the future.