I believe that in large measure what makes an organization successful in meeting the needs of its various constituencies is its distinctiveness. Organizations that have strong and unique cultures generally experience excellent performance which implies why many of the most successful organizations today are thriving and growing because, in large part, of their unique and strong styles and values towards corporate culture.
Yet these same conditions pose a critical set of challenges but yet retain the essential cultural elements that have made it attractive and resilient. More than ever, successful organizations will need to develop learning and communication systems that will sustain the kind of strong cultures that make them distinctive and yet adaptive.
These viewpoints of FMC Aberdeen and FMC Green River will try to incorporate alternative methods that will help leverage their employees’ abilities and implement new methodologies that both organizations could use to reinforce their managerial approaches. In these case these two FMCs’ is not of the same because one organization is rare in that its management is minimized for most of the work is done by self-directed work teams and the other is larger, older, in a different industry, and unionized. Although their missions will vary by their industry, values will dictate the way in which the mission is achieved. And for them to use these new methods, leadership has to set the whole change process in motion, because leadership create action by setting dynamic objectives which establishes new supply relationships that foster efficiencies and effectiveness, and the empowerment of people. Leadership is also about creating vision and inspiring people to change and getting others actively involved in building and supporting the process.
I believe one of the similarities between FMC Aberdeen and FMC Green River is how they build and inspire the people in their teams. While many organizations see development as an individual responsibility, FMC Aberdeen & FMC Green River has learned building people is an organizational responsibility. This is why they have to continue to provide the tools, time and other resources that allow their people and teams to do great work. Their leaders must be involved with and support programs that build people and teams and that have attitudes that are positive, can lend themselves to their causes and are interested in performing as a team and whose joy is in team results instead of individual accomplishments.
Organizational culture, then, is an important asset of their...