1. Will Work Groups & Teams work at Green River, why or why not?

Focus on groups and organizational processes:

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1. Will Work Groups & Teams work at Green River, why or why not?
2. What are the differences in Leadership at both facilities? How will changes at Green River need to be implemented to match Leadership skills?
3. How does the communication process differ between Green River and Abeerden? 4. Could Green River effectively use the unique communication process adopted by Aberdeen?

What are the primary differences between face-to-face and virtual teams? Can the Aberdeen model be implemented in organizations that rely heavily on virtual teams? Why or why not?

Solution Preview

Workgroup and teams there is need for employee-development, upper management support for the employee, voluntary membership, information sharing, well-trained facilitators, long-term career frame, member training, and fair evaluation. Aberdeen had only a single customer, while Green River had over 100and distributed its products world wide. Aberdeen had been a new start-up five years ago, while the Green River plants began in 1940s. And most importantly, Aberdeen had no union.

Green River had a union.

Leadership should be inculcated by encouraging activity, increasing self-initiation, relative independency but acknowledging healthy dependency, deeper and more challenging interests, extended time focus, on past, present and future, awareness of self worth, own decisions and its effect on the organization. Most employees highly motivated and highly committed to:

– lower costs of turnover, training, absenteeism, sickness
– a highly ethical, values-based culture with high morale
– high creativity, low costs beat your competition
– change, conflict, diversity and ethics problems disappear
– your stress from managing people turns to satisfaction
– an ability to turnaround a management disaster

Aberdeen facility employed only 100 people, while Green River had 1,150. What helps leadership however, is that both the sites had flexibility, common link to the FMC corporate image and objectives and so had similar operating values and systems. Lancaster’s style of unorthodox leader ship would ha….