FMC Corporation Essay Example | Topics and Well Written Essays - 1000 words

FMC Corporation - Essay Example In any situation where one unit handsomely starts scoring over another, a desire does emerge to replicate its success. Faced with an uphill task ahead, Kenneth Dailey has to negotiate a "change management" consensus with a disinterested, and possibly hostile Green River senior management. After all, it strikes them at their core; it's not easy to convince experience-laden people used to an authoritative style of functioning, to give up on their way of thinking and make a radical departure to an organic system where experience and position count less than skills and performance. nity to exercise his managerial acumen and insight, and see if he can inject the same degree of motivation and passion in the management and in the employees, that Jack Welch was able to when he took over the helm of General Electric in 1981, and brilliantly transformed it from a manufacturing company to the world's biggest service giant. ving change, possible sources of disagreement, and possible range of expectations employees may have in view of a change. No organization must be a one-man show; it is incumbent upon Dailey to brainstorm for the above pointers with everyone concerned, especially the influential senior management lobby without whose support it's difficult to undertake this ambitious makeover. Communications is the key to understanding what exactly ails the organization; all problems and detrimental factors must come to the fore before any tangible decisions are taken. It could be that finance and R&D department heads do not see eye-to-eye due to ideological misgivings, it could be that the purchase division has a tiff with suppliers hampering consistent growth, it could be that low wages has led to a low employee morale and hence, declined productivity. Whatever be the state-of-affairs, Dailey must seek everyone's involvement in seeking answers to tough questions. Like an able surgeon, he must be abl e to diagnose all areas where the company has failed its people, and vice versa. Only then can a remedial plan-of-action follow suit. The next step would be to integrate all the forward and backward functions of Green River in evolving a broad Aberdeen-like framework for corporate excellence. Und- erstandably, Aberdeen's open framework was not built in a day. In order to start from scratch, Dailey may