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Management of Ability, Organizational Commitment and Job Satisfaction, and Organizational Ethics

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Organizational behavior is the study of the many factors that have an impact on how people and groups act, think, feel, and respond to work and organizations and how organizations respond to their environments. The study of organizational behavior can improve and change individual, group, and organizational behavior to attain individual, group and organizational goals. The focus of this paper will be to analyze the management of ability, organizational commitment and job satisfaction, and organizational ethics in the FMC Aberdeen and Green River facilities.

In analyzing the ability of management of Aberdeen, it is clear to see that this facility is best described as relaxed. In organizations, ability can be managed by selecting individuals who have the necessary skills to accomplish tasks, placing employees in jobs that capitalize on their abilities and training employees to enhance their ability level (George & Jones, 61). Aberdeen was founded on family values instead of as a factory. It was based on the principle of participative management, trust of the workers, and respect for the individual (Clawson, 3). Bob Lancaster (Plant manager 1985-1987) managed in a style that eliminated fear in his employees. Management made their employees feel trusted and instilled a self-sufficient system where peer management was utilized to promote unity and comfort. Although Green River is a much larger organization, Keith Dailey can proceed to utilize such a managing style, attempting to function and organize his facility in a manner that demonstrates trust and a personal desire of his workers to help his facility stand out in the market. Dailey, as a manager, should proceed to monitor these activities and promote the ideas of trust and creativity instead of the normal fear and resentment most workers feel. Allowing advice, input and suggestions from his workers and implementing them will give the teams a greater sense of “belonging” to the organization.

Job satisfaction and organizational commitment are very closely related. Job satisfaction is the collection of feelings and beliefs that people have about their current jobs. Organizational commitment is the collection of feelings and beliefs that people have about their organization as a whole. They both deal with the feelings surrounding employment. The testimonials from the employees at the Aberdeen plant show how much job satisfaction and organizational commitment they have. One such way that they showed these feelings is when they voluntarily cleaned the canisters they were only asked to refurbish (Clawson, p. 21). The employees at Aberdeen are given the acknowledgment that they have no fear in their position or creative ability, and as such, strive on the peace of mind and sense of accomplishment in their jobs. Aberdeen employees continue to perform better as their work moods are high, as the affective, cognitive and behavioral components per the Aberdeen employees are encouraging (George & Jones, 75). This is facilitated by Aberdeen’s environment, built like a family organization, where each individual has a say in the functions and activities

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