Organizational Analysis Groups and Leadership Case Study

Organizational Analysis Groups and Leadership - Case Study Example The teams are small from 3 to 16 members and are formed on a temporary basis as needed. The role of team leader rotates through the team members (Clawson 2005 p.7). FMC Green River is a task-oriented environment where employees are restricted by their job description. The manager of FMC Green River would like to begin utilizing the team concept to see if it can improve production and employee satisfaction. The leadership at FMC Aberdeen has seen a succession of delegated authority and empowered employees. The management style is relationship oriented and involves a great amount of trust. The FMC Green River plant has a larger employee base. Though the manager, Kenneth Dailey, feels he has an interactive style he would like to improve management's relationship with the employees. The scope of the operation is such that it limits relationship building. FMC Aberdeen has a solid communication network that can disseminate information very rapidly to the necessary people. FMC Green River would like to improve their company communications but face several challenges. The team concept used at FMC Aberdeen may not be able to be implemented at FMC Green River. Green River is a highly industrialized environment that works around heavy machinery that is spread out over a large area. They currently work in a group structure. Machine operation may be too specialized to be spread out over a team responsibility. Forming large teams simply for the sake of a 'team in name only' would not have any beneficial effect (Robbins 2003 p.263). However, administrative workers may be able to form teams and share responsibilities. Dailey has a small management team at the FMC Green River plant. This limits the time and amount of employee involvement they can have. FMC Aberdeen is a close knit organization that has an opportunity to see and talk to one another on a daily basis. FMC Green River does not enjoy this and has thus limited Kenneth Dailey's ability to empower the employees or delegate authority based on trust. He may have an unrealistic view of his interactive style. The close geographical environment at FMC Aberdeen makes it easy for quick communications between team members. Communications networks are well established. FMC Green River is more challenged in this area as the employees are spread out and separated from one another both geographically and technically. FMC Green River is also hindered by their computer system (Clawson 2005 p.22). Most employees do not have access to e-mail or the company Intranet. They have also never created or fostered an environment of open communications. Recommendations FMC Green River should begin to form teams in the administrative area as a way to introduce the concept to the facility. Training will need to be conducted to assure that the workers are skilled at team leadership as well as educated in regards to what is expected of the members. Rules will need to be implemented to prevent 'social loafing' and norms for the team will need to be enforced (Robbins 2003 p.269). As systems are replaced in the manufacturing area, they need to be designed with the team concept in mind. It will not be possible for Kenneth Dailey to undertake the management style at FMC Aberdeen. The employee base is too large and installing more middle managers that