Guajilote Case

The fundamental work unit of the Aberdeen organization was the work team. Teams managed virtually every aspect of the plant's work and reporting and dealt with virtually every problem that arose in the running of the plant. The entire organization would be built on trust of every employee: they would eliminate fear altogether; they would eliminate supervisors and foremen by organizing self-directing work teams; they would expect people to assume and exercise responsibility; they would pay everyone a salary based on their ability to contribute; and they would maintain high standards of quality and service.

Employees at Aberdeen were learning a variety of new skills that they could use, enjoyed a variety of tasks and assignments, and every employee's voice played an integral part at meetings. Green River however, because of its much larger workforce, union representation, and older infrastructure, the challenge of management ability is evident for Green River despite the fact that both management teams enjoyed considerable flexibility in how they ran their businesses coupled with similar operating values and systems. With Aberdeen and Green River being different by their mode of industry operation, (chemicals and defense) they had similar challenging goals to face as it pertains to the understanding employees' needs, challenges and goals.

Historically, there had been separate managers for the mine and for the surface plants at Green River which resulted in a thorough reorganization of the facility with great changes. Because of union representation at Green River, implementing changes could pose problems which could lead to labor unrests and decrease in production and workforce. The challenge of advancing information technology utilizing different kinds of hardware, software could be a detriment to the workforce due to lack of training.

Despite the differences between Aberdeen and Green River' organizational practices, there were several features that were appealing or suggested to Green River that could be implemented and fit into Green River's operation. Managing at Aberdeen required individuals who were willing to share information, with the fundamental work unit the work team. Green River's principles and values could be implemented based on the business alignment of Aberdeen by incorporating considerable flexibility. With the huge infrastructure already in place in Green River there was concern if the Aberdeen system would work. Dailey wondered if the special characteristics were the result of what made the Aberdeen system to work so well, it was reported that this could be done any place in the country, which is a very positive, reassuring and uplifting comment.

Work groups and teams can work at Green River if properly implemented with the right personnel. Daily thought his management style was very interactive, with a high level of trust for people. Although unionized it is felt that they would receive the support they needed and by building trust which is the biggest factor to be eliminated.

The differences in leadership at both facilities were at the Aberdeen plant they had an unusual operating procedure, considerable flexibility in how the business was run. New approaches to management were based on the principles of participative management, trust of production workers and respect for the individual. This was not the case at Green River, but some thought of implementing change had been considered. Dailey was willing to pass out information and was eager to drive decision-making down into the organization.

Leadership is influencing others to achieve a common goal. It is more strategic than tactical as today's leader must be more than a manager of people. Leadership effectiveness depends upon the leader's style. Today's successful leader will know their subordinates, have a clear vision, and have the ability to be flexible in his or her approach to leading staff, which was already in place at Aberdeen. When you lead by example the ability to gain the trust and respect will be a resulting factor in building a motivational environment. Leaders may or may not be facilitators, however, they must be communicators who are committed to the goals of the change and demonstrate the sincerity of their intentions to all members of the system. Their experience can guide those who are more conservative in their response to change and who want to see more concretely what change is all about.

The cost of changing the already huge infrastructure at Green River was a consideration, and the computer system was limited for the company's ability to share information. Dailey also realized that plants built decades ago contained isolated work stations with limited opportunity for groups to interact. It would require Green River to effectively incorporate and implement training, technical competence, and social/interpersonal skills.

The communication process differed between Green River and Aberdeen in that Aberdeen had regular meetings one on one and everyone was fed the same information, they were listened to in all employee and team meetings and they felt and behaved as if they were colleagues with the management group. Green River would be challenged to utilize effectively the unique communication process adopted by Aberdeen. One of the defining features of communication is the sharing of information with other people to reach a common understanding. The simple sharing of information is not enough for communication to take place. The sharing of information does not accomplish much in organizations unless people concur on what this information means. Communication is good or effective when members of an organization share information with each other and all parties involved are relatively clear about what this information means. If Green River can make the necessary changes warranted and effectively adapt to these various techniques, then they stand a pretty good chance if everyone makes a concerted effort of being flexible and being cross-trained in the different skills of the organization.

In organizations one person's ability to understand another is not the only objective of communication. Often a person wants to persuade and influence other people. Green River can employ persuasive communication coupled with face-to-face communication. People who are able to persuade also often posses good speaking and listening skills.

FMC Green River will have to contend with a myriad of forces in the environment to manage specifically, technology. This is where the combination of skills, knowledge, tools, machines, computers, and equipment used in the design, production and distribution of goods and service all fall into play. The more skilled an organization's workforce, the more people are required to work together