Changing Course: A Case Analysis on the Organizational Effectiveness of the Surface Navy
Abstract
As the Surface Navy continues to advance, Surface Warfare Officers must understand organizational behavior and improve culture onboard ships to better develop teams and avoid mishaps. By examining and understanding organizational behavior, businesses have adapted their strategies to better their employees performance. Using Nadler and Tushmans Congruence Model, this qualitative case study examines the USS Fitzgerald and USS John S. McCain 2017 ship collisions to answer the question: What interdependencies between the tasks, individuals, and organizational processes onboard ships are affecting performance? Organizations are open systems comprised of interrelated elements, including inputs, transformation process, outputs, and feedback. Our analysis found poor congruence in the transformation processes in both collision cases, specifically, the elements of task, individual, and informal processes. We argue that the lack of congruence led to reduced performance in both organizations. In addressing reduced performance, our study recommends the theory of total motivation by Doshi and McGregor to drive cultural change at both the individual and organizational levels to improve overall performance.
Document Details
- Document Type
- Technical Report
- Publication Date
- Sep 01, 2021
- Accession Number
- AD1164232
Entities
People
- Blake A. Rothermel
- Christopher T. Chavez
- Matthew K. Mitchelmore
Organizations
- Naval Postgraduate School