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Creative Leadership

The communication process at Aberdeen is also greatly facilitated by the use of a simple, yet effective system that was acquired for a modest cost. The advantage of the system was that it was custom-built and integrated areas of information management required by the plant management. Helpful to the discussion flow are also the charts in the cafeteria that provide focal points to discussion in the diagrammatic view. The success of the Aberdeen management also lies in the continuity of discussion that is taken from a plant-wide to a team level with relative ease.

Workers admit that they are ready to adopt the ideas and innovations put forward during general meetings to their particular areas and adjust their schedules to meet corporate goals as well as their local routines. The adoption of Aberdeen communication process at Green River would require of the management to adopt a more participative style. Improvement in the communication is both a prerequisite and a consequence of participative management (‘Participative Management’, n. d. , p. 4). But for Green River improvement in communication would be a good place to start.

It would help the management to overcome the impediment to team implementation, the fact that many people at

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Green River work in isolated work stations and have little contact with each other. Providing more information about what is going on in other departments would create a stronger corporate identity and more closely unite the workers from different areas of the production process. However, the implementation of communication process typical for Aberdeen at Green River would require some changes at the facility.

First, the management needs to try to find financial resources for updating the computer systems that currently act as a main bottleneck in the way of sharing information. To save costs and to speed up the process, the management can come up with simpler versions of the information management system analogous to the one used by Aberdeen but modified to suit the needs of Green River’s specific manufacturing process. Besides, all units have to realize that now they have to pass out information about their activities in greater format than before and contribute to the formation of channels for this information.

Slight modifications may be required. For instance, if the personnel of Green River facility do not have the habit of assembling in one cafeteria, the discussion chart can be conveniently located on one of the company’s computer servers to make it accessible for everybody.

References

Center for Creative Leadership. (2003). Leadership Skills and Emotional Intelligence. Retrieved on September 7, 2005 from http://www. ccl. org/CCLCommerce/pdf/assessments/skills_intelligence. pdf. ‘Leadership’.

(n. d. ). Retrieved on September 7, 2005 from http://www. businessballs. com/leadership. htm. ‘Participative Management’. (n. d. ). Retrieved on September 7, 2005 from http://www. spendloveresearch. org/files/participativem. pdf. Smallwood, J. E. (1991). Curricular Implications for Participative Management in Technology Education. Journal of Technology Education, Vol. 2, No. 2. Retrieved on September 7, 2005 from http://scholar. lib. vt. edu/ejournals/JTE/v2n2/html/smallwood. html.

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