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Although the company has been involved in areas as diverse as oil field equipment and food machinery, FMC has narrowed its focus to include: In addition, FMC is partnered with Solutia to form a joint venture called Astaris, to produce phosphorous chemicals as well.
Inventor, John Bean, founded the company after developing a pump to deliver a continuous spray of insecticide, in the late s. With the purchase of Anderson-Barngrover, a food-growing and processing equipment manufacturer, the company changed its name to Food Machinery Corporation.
Further diversification into wellhead equipment, fertilizers and insecticides and even into automotive brake equipment led the company to change its name one final time to FMC Corporation, in Partheymuller, b. The next four Fmc green river essay saw rampant growth by acquisition for the organization.
However, bythe company decided to split its separate chemical and machinery companies. FMC Corporation maintains a multitude of facilities. Their manufacturing facility, in Aberdeen, Scotland, had proven to be a valuable asset to the organization.
The Aberdeen facility has been able to customer tailor its organizational culture to achieve efficiency and efficacy. FMC Aberdeen has implemented a more organic organizational design. This design traditionally performs better in dynamic environments, such as the chemical industry, where competition is intense and the industry is in a constant state of flux.
For this reason, tasks are continually refined at FMC Aberdeen, giving flexibility in job design, while allowing goal setting to change with the fluctuating organizational needs.
This has positively affected job satisfaction. Individuals are encouraged to learn and develop skills in areas other than what would traditionally be supported in their position. They are encouraged to pursue whatever area of the company that interests them.
Cross-functional teams have allowed the facility to come up with the most creative, efficient and effective solutions to challenges that have emerged, allowing insight from several different perspectives.
Effective lateral communication is one of the most significant. With the organic nature of the company, silos of information are rare; instead information is dispersed to all team members who need it, no matter which department they are in.
In addition, the decentralized control and enhanced communication leads naturally to fast decision making. This has allowed the Aberdeen facility to respond quickly to the changes of the hyper-competitive industry they operate in. This responsiveness has not only enhanced productivity but also increased competitiveness.
The Aberdeen facility has consistently outperformed other FMC facilities, and has helped the organization stay afloat in turbulent economic times. FMC Green River is currently employing a fairly mechanistic organizational design, including a hierarchal structure.
This type of design is typically only effective in a fairly stable business environment. Given the ever-changing, hyper-competitive nature of the chemical industry, it is not surprising that this type of organizational design is not working well for Green River.
Tasks are clearly delineated by job title, allowing for little flexibility. Each team member has a precise definition of what his or her responsibilities and obligations are. This, again, is fine in an industry where tasks can be managed in such a controlled fashion, however, in the chemical industry, this rigidity leads to the inability to flex with the changing needs of the organization.
Employees formulate a "not my job" type mentality when faced with tasks outside their normal scope. Communication travels primarily vertically at the Green River facility, which has lead to departments and individuals not having the information they need, in a timely manner.
This formal system of communication has led to information silos within departments compounding this challenge. The centralized control structure of FMC Green River has not been conducive to decision making either.
Again, due to the organizational structure, little inter-departmental interaction occurs, therefore, when decisions need to be made that will affect the entire facility, department heads are not in tune with the needs of their fellows.
This leads to an inability to truly decide which decision will be best for the facility as a whole.Gmail is email that's intuitive, efficient, and useful.
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