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Essay / Research Paper Abstract
This 4-page paper discusses two different plants -- FMC Green River and FMC Aberdeen, examines their employee cultures and determines if the self-directed team concept at Aberdeen can be implemented into the unionized workforce at Green River. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MTfmcana.rtf
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Unformatted sample text from the term paper:
in Aberdeen, South Dakota, and from there, determine the differences in terms of corporate culture and work environment. Well also attempt to determine how each operation makes the best use
of its employees skill sets, then determine an alternative method to leverage employee abilities. Literature on FMC in particular and its two different plants
is very difficult to come by -- the best we were able to do was to find general information written up by James G. Clawson, as part of Dardens Business
Publishing Case Collection. However, by taking this information, then discussing it in terms of general literature about employee satisfaction, we can come up with good information.
FMC Aberdeen, a start-up plant, was asked to manufacture guided missile containers for the U.S. Navy (Clawson, 1990). At the time, the Aberdeen plant was quite unique, as
it featured self-directed work teams, rather than the more hierarchal structures of their times. Self-directed work teams tend to be more flexible, and can adapt to market conditions in a
stronger way than can the more structured divisions and departments that made up most plants at the time. In this particular situation, the manager
of the Green River, Wyoming FMC plant tries to compare whether the management approach that is used at Aberdeen can work with his facility which is larger, older, unionized --
and works in a different industry (Clawson, 1990). What the case study does is analyze everything from rewards to motivation, and then determine if such a situation would fit between
plants. The truth is, almost any type of business model can be made to fit in a situation, depending on the organizational commitment, as
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