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Guajilote Case

The fundamental work unit of the Aberdeen organization was the work team.   Teams managed virtually every aspect of the plant's work and reporting and dealt with virtually every problem that arose in the running of the plant.   The entire organization would be built on trust of every employee:   they would eliminate fear altogether; they would eliminate supervisors and foremen by organizing self-directing work teams; they would expect people to assume and exercise responsibility; they would pay everyone a salary based on their ability to contribute; and they would maintain high standards of quality and service.
Employees at Aberdeen were learning a variety of new skills that they could use, enjoyed a variety of tasks and assignments, and every employee's voice played an integral part at meetings. Green River however, because of its much larger workforce, union representation, and older infrastructure, the challenge of management ability is evident for Green River despite the fact that both management teams enjoyed considerable flexibility in how they ran their businesses coupled with similar operating values and systems.   With Aberdeen and Green River being different by their mode of industry operation, (chemicals and defense) they had similar challenging goals to face as it pertains to the understanding employees' needs, challenges and goals.
Historically, there had been separate managers for the mine and for the surface plants at Green River which resulted in a thorough reorganization of the facility with great changes.   Because of union representation at Green River, implementing changes could pose problems which could lead to labor unrests and decrease in production and workforce.   The challenge of advancing information technology utilizing different kinds of hardware, software could be a detriment to the workforce due to lack of training.
Despite the differences between Aberdeen and Green River' organizational practices, there were several features that were...