FMC Aberdeen v. FMC Green River PlantBackgroundKenneth Dailey has been the Site Manager of FMC Corporation's Green River Plant for 18 months. He is currently overseeing the construction of three new, smaller factories on site. Based on what he heard about the results being achieved at the FMC Aberdeen plant as well as their different types of organizational and management structure, a team was sent there to study their operating procedures and determine s They will work at the Green River factory. . Key areas of Aberdeen's management approach that appeal to Dailey include continually increasing productivity at Aberdeen while reducing costs, and the fact that the principles and values ​​of their system align well with those of Dailey. (Clawson, 2005) There are a number of significant differences between the Aberdeen and Green River plants that must be considered throughout Dailey's evaluation. These include (Clawson, 2005): Key area Aberdeen Green River Customer base Single customer Over 100 customers Global product distribution Employees 100 1,150 this figure will increase with the opening of the 3 new factories Product line Single product Multiple product lines Starting the factory 5 years ago 1948 Installation of the factory Single factory 2 existing factories; addition of 3 new plants Defense chemicals industry Union membership None United Steel Workers Bob Lancaster, the first plant manager in Aberdeen, built the organization's strategy based on the "participative management system." Lancaster was involved in the creation of the Aberdeen factory, from selecting the location, to starting the factory, to selecting the management team and beyond. The key principles that would govern the Aberdeen factory were: 1) the entire organization is built on trust; 2) employee fear must be completely eliminated; 3) eliminate supervisors and foremen by organizing autonomous work teams; 4) the expectation that people assume and exercise responsibilities; 5) employees are salaried and their salary is based on their ability to contribute; and 6) maintain high standards of quality and service. (Clawson, 2005).Roger Campbell is now the Aberdeen factory manager. It adopted the management philosophy of employee participation in all areas of factory management. Because of this, it continued to show improved production and reduced costs in Aberdeen at FMC Headquarters. He also encouraged visits to the Aberdeen factory to review their management style and organizational culture, with the belief that this type of system could work at any FMC factory site. An analysis of the different areas of organizational behavior (OB) is the key to determining whether Aberdeen's management style will fit the Green River facility.