Abstract This paper relates that FMC Aberdeen can be described as an organization, which is a consciously coordinated social unit, composed of several people whose main focus is to achieve a common goal or set of goals. The author points out that the plant manager Bob Lancaster, who is an unorthodox and innovative manager, aimed to set up a plant that would operate like a family, with no person ever feeling fear and with the dominant relationship being trust. The paper relates that, to achieve this goal, the manager carefully selected employees based on their personalities, not their qualifications.
From the Paper "An organization is a consciously coordinated social unit, composed of several people whose main focus is to achieve a common goal or set of goals. This is an accurate description of FMC Aberdeen. This organization was set up specifically to manufacture one object - missile canisters. The entire set up of the plant was entrusted to plant manager Bob Lancaster, an unorthodox and innovative manager. Lancaster aimed to set up a plant that would operate like a family, with no person ever feeling fear, and with the dominant relationship being trust. To achieve this he very carefully selected employees based on their personalities, not their qualifications. "
Abstract This paper investigates and compares the organizational and management system at the Aberdeen plant to the Green River plant in order to arrive at a better understanding of implement changes at the plant at Green River. The paper explains that the Green River plant has a more traditional, union management style; whereas, the Aberdeen has adopted a non-union management style based on teams. More specifically, the paper compares the two plants on the factors of management of ability, organizational commitment, job satisfaction, organizational ethics, job design, goal setting, performance appraisal, pay, career development, work groups and teams, leadership, communication, organizational structure and culture. The paper concludes with recommendations for changes at the Green River, which are based on the success of the organization at the Aberdeen plant.
Table of Contents:
Background
Situation Analysis for Green River
The Management of Ability
Organizational Commitment
Job Satisfaction
Organizational Ethics
Job Design and Goal Setting
Performance Appraisal
Pay
Career Development
Work Groups and Teams at Green River
Difference in Leadership
Difference in Communication
Difference in Organizational Structure and Culture
Organizational Change and Development Recommendations
From the Paper "Because Green River operates on a traditional management style, I would have to say that their employees were rewarded with incentives such as profit sharing, stock options and annual bonuses for meeting or exceeding goals. The job design and goal setting system at Aberdeen could be a difficult task for Green River to implement. In order to incorporate this system into the company, management would have to create empowered work groups and be willing to relinquish most of their power and decision making to the teams."
Abstract This paper analyzes FMC Corporation's Aberdeen facility and explores how their Green River facility can model it for improvement. It gives an overview of FMC history, a detailing of Aberdeen's organizational design and why it is effective, and why Green River's is not. The paper presents alternatives for Green River's consideration, with an implementation and contingency plan for the recommended strategy.
From the Paper "FMC Corporation was originally founded in 1883 ("FMC Corp. Eradicates", 2004). Although the company has been involved in areas as diverse as oil field equipment and food machinery, FMC has narrowed its focus to include: industrial, specialty and agricultural chemicals. They are one of the world's larges producers of soda ash, and also produce industrial chemicals such as hydrogen peroxide and phosphorous chemicals. In addition, FMC is partnered with Solutia to form a joint venture called Astaris, to produce phosphorous chemicals as well. The remainder of FMC's revenues come from agricultural products, including insecticides and herbicides, and specialty chemicals, including food and pharmaceutical additives (Partheymuller, 2005c)."
Abstract In 1997, the United States was made aware of the growing problem of severe sexual harassment or rape within the military. The figures given in that year by the Army panel tell us that 47 per cent of the female troops polled reported that they had experienced "unwanted sexual attention," 15 per cent had experienced "sexual coercion," and 7 per cent had been victims of "sexual assault". This paper examines this epidemic and shows what the military is doing to rectify the problem. It looks at individual cases of women who filed complaints against the military and argues that the Pentagon must work harder to protect its women soldiers who are ultimately fighting to protect the country.
From the Paper "The army has been praised for having specific sexual harassment policies in place; however, these policies have not actually prevented the crime from occurring. There are, as always, reasonable explanations given for the army's failure. First, rape is a tough crime to investigate and an even tougher one to prove. Sadly, budget pressures have gutted the army's rape-prevention programs and decimated the office responsible for monitoring sex-related misconduct. Officers at the Pentagon, who feel guilty by the army's good press on sexual-harassment issues, also probably let their guard down. Senior field commanders are consumed by the need to maintain combat readiness and may sometimes be too willing to believe that a woman who cries rape actually consented to have sex. While some of these reasons may sound valid, they are still excuses."
Abstract This paper examines the theme of identity, or of changing identity, seen throughout Graham's work. The paper examines and analyzes several of Graham's pieces in order to illustrate this continuous theme. The paper explains how Graham's fascination with the permanent instability of the photographic, filmed self reflects his feeling that he never really had a clear vision of who he was as an individual or who he was as an artist.
From the Paper "Rodney Graham is a Canadian artist, born in Vancouver in 1949. But he could be anyone?or so his art suggests. In Fishing on the Jetty, 2000, the Rodney Graham renders himself into his own text as a filmed subject. In this film/performance art piece, the viewer is witness to the sight of Graham playing Cary Grant in his own nautical version of Alfred Hitchcock's ?To Catch a Thief.? Graham, within the context of the piece is himself, is the character of Grant, and is also the persona portrayed by ?Cary Grant,? the sublimely artificial romantic lead of the 1930's classical film in a who-done-it about mistaken identity, a film where the actor portrays a constantly misleading man with a shape-shifting identity."
