Organizational Behavior Unit 5 Ip

There are several approaches to management, whether it is with a small business or a large corporation. Some people see it necessary to have many levels of management, and some feel that the more bosses; the more problems. Is one approach better than another, and does the size of the business matter?

Today we are going to look at The FMC Corporation and analyze & compare the different types of management procedures and the organizational behaviors between two of their plants. This corporation has several facilities ranging in locations and sizes. The two we chose to analyze are the Aberdeen, South Dakota Plant, and the Green River, Wyoming Plant. Both of these plants are highly successful and just as important as the other, but have completely different approaches to the way they are managed.

Organization commitment is defined as "the feelings and opinions that people have about their organization as a whole (George & Jones, 2005. Page 75)". There are basically two types of organizational commitment; affective commitment and continuous commitment. Affective commitment is when you are happy to be involved in your organization, and you believe in why it does what it does, and are willing to stand up for it and continue to do whatever it takes to better the company. Continuous commitment differs because the employee is only committed to doing things to keep in good standings with the organization so they do not lose their seniority, pension plans, and even for job security (George & Jones, 2005).

Organizational behavior can be explained as the study of how people and groups feel, think, act and react to their working environments (George & Jones, 2005). It is good to have an understanding of why people act the way they do in the work place. This will help to enhance or change behaviors, which will help to achieve more goals in return.

The Green River plant opened in 1948 and produces several chemicals, which are sold to over a hundred customers nationwide including the Naval Systems Divisions (NSD). They employ over 1,150 people and have several managers and supervisors throughout the plant (Clawson, 2005).

The Aberdeen division was developed in the fall of 1984. This plant produces one product for our defense system and only has one customer (Clawson, 2005). The Aberdeen plant is run very differently than most other businesses. They rely on trust and teamwork rather than having several bosses.

Job satisfaction is described as the types of feelings and beliefs one has about your job (George & Jones, 2005). Basically, if you feel that your job gives you what you need and does not cause any drama in your life, then it would be correct to say that your job satisfaction is very high. When one is satisfied with their job, they seem to do a much better job in the long run. Absenteeism and employee turnovers are much less likely when people like the place where they work and what they do.

The employees at Aberdeen are very happy with their jobs and are committed to the company for many reasons; family & team-like atmosphere, they get to be a part of the decision making, are paid by their in-company qualifications, they are treated with respect, never talked down to, and are honestly are made to feel appreciated. These employees are a huge factor in the success of the business and they know it. Their work attitudes are positive because they value their jobs and their employers. They are given total freedom to express their feelings about how something is being done or should be done. This is among one of the many reasons that they do not have a problem in doing what is good for the company. This is a perfect example of affective commitment (George & Jones, 2005).

Green River is governed under a labor union. The employees