Green River company Essay

Aberdeen adroitness is focused on the production of additional missile canisters for US Navy. The peculiarity of the production lies in its extraordinary complexity. Canisters pee m whatever features that require special attention and c atomic number 18ful assembling. Thus, the commitment of workers is the expel of crucial importance. Otherwise, the quality of product will suffer, which is absolutely inadmissible with estimate to the disposition of production. The privileged position of Aberdeen plant lies in the fact that it doesnt actually run through any competitors.It works for the only customer US Navy. However, it contains hidden threats as well, because there is always a circumstances of neglecting a quality of product knowing that there is no fight for a customer. The Aberdeen plant was started five years ago without using unions to regulate collapse scales and define various job descriptions. It employs 100 employees and is much smaller in size than the Green River facility. The production line utilizes three-quarters of its employees.Bob Lancaster the founder and the graduation manager of the plant first introduced the innovative participative management. Lancaster based his management hypothesis on doing the right thing, trust and if you can fix it, do it. This functi iodined as a collective, it took away fear from doing or not doing what is needed to flesh out a task and it also gave for each one individual the responsibility of result a problem without having to go through a chain of hold to get results.Ken Dailey, Green River plant manager, is intrigued with the management processes at the FMC Aberdeen facility and thus is willing to implement similar changes at Green River. Dailey is a forward-moving manager and wants to innovate the Green River plant with a progressive style of management as well as three new-fangled plants that the corporation plans on building. The major organizational issue pertaining to the possible chan ges is that of an organizational social system.Obviously, within the Green River plant we notice usual linear structure of organization where authority is delegated from the top to the bottom, from the higher manager to the manager of the dismount level. There is a direct relationship between superior and subordinate, with each subordinate responsible to only one person. Line relationships are associated with practicable or departmental division of work and organizational control. Line managers have authority and responsibility for all matters and activities within their own department (Sterman, 2000).It style that organizational structure at Green River doesnt suppose any personal initiative or any social interaction beyond the processes and functions defined. Moreover, linear structure also doesnt suppose any grouping discussions, since major decisions are taken above. In contrary, Aberdeen facility has much horizontal organizational structure, when every employee can turn to the higher level one with an initiative, complaint or offer. Such an organizational structure presupposes more intercourse and thus has greater impact on employees motivation.Flat organizational structure kills the fear towards management in employees and create more golden working atmosphere. Considering cardinal different types of organizational structure within two facilities, it is possible to say that organizational structure actually impacts the organizational flori socialisation and the way people perceive themselves and their importance to the organization, treat each opposite and behave i. e. working atmosphere that exists.(Brislin, 1993) Thus, in Green River company, people are brought together based on defined roles within the structure of the organization. The nature of the tasks to be done is a predominant feature within this facility. Management, authorized rules and relationships, notice goals and norms of behavior are established. Thus, Green Rivers organiz ational culture is very formal. As it was mentioned before, employees do not have a chance and stimulus to socially interact with each other, share their ideas and experience.It is possible to identify Green Rivers organizational culture as the one of amount of money control and power from the center. At Aberdeen, in contrary, organizational culture is more people oriented, humanized and caring. This so-called human approach to management has resulted, in particular, in active interaction between employees, as well as in the fact that 30% of all employees were represented by women and 8% by minorities. It helped to create a positive image of the plant in the yes of Aberdeen club and people outside as well.