In this Organizational Analysis Paper I will write about an organization in which I spent several years working for it. This organization is the United States Navy which plays a crucial role in the United States. The United States Navy has 284 ships which are operating currently and over 3,700 aircrafts. It is the largest all over the world (Ashkanasy, Wilderom Peterson, 2000).
United States Navy originated from Continental Navy, which was founded when the American Revolutionary War was in progress. But it was later dissolved to form United States Navy. Department of the Navy manage this organization under the leadership of the Secretary of the Navy. The mission statement of the U.S. Navy is to maintain, train and equip combat-ready naval forces capable of winning wars, deterring aggression and maintaining freedom of the seas (Stroh, Northcraft Margaret 2002).
From the New Recruits Handbook, the mission of the Navy is to protect and defend the right of the United States and our allies to move freely on the oceans and to protect our country against her enemies (Cooper, 1839). In order to accomplish its mission the U.S. Navy is composed of ships commands organizations, aircraft squadrons commands organizations, submarines commands organizations and Special Forces commands organizations.
Organization of the Navy.
The organization structure of any organization is very important since it directs the flow of authority and power within the organization. This chart should be displayed by all organization since new employees learn about their duties, the level at which to operate, and to whom to report. The structure also displays the chain of command and the flow of power within an organization (Presthus, 1962).
The United States Navy lies within the jurisdiction of Department of the Navy, which is headed by the Secretary of the Navy. The Chief of Naval Operations is the highest-ranking official within the Navy (Cooper, 1839). The Chief of Naval operations together with the Secretary of the Navy perform the following duties Organize, recruit, train and equip the Navy for it to be operational. The Navy has operating forces which has nine components. There are fleets within the Navy which assume the functions of the force provider. They train and maintain naval units that are provided to the naval forces (Cooper, 1839).
The specific sub-organization inside the U.S. Navy in which I worked for 6 years was an Aircraft Squadron
Command called Carrier Early Airborne Squadron 113 (VAW-113). This Carrier Airborne Early Warning squadron consists of four E-2C Hawkeyes airplanes. The Hawkeyes primary mission is to provide all-weather airborne early warning, airborne battle management and command and control functions for the Carrier Aircraft Strike Group onboard and aircraft carrier. Additional missions include surface surveillance coordination, air interdiction, offensive and defensive counter air control, close air support coordination, time critical strike coordination, search and rescue airborne coordination and communications relay (Stroh, Northcraft Margaret 2002).
Chief of Naval Operations holds the highest rank in the organization. This Navy Squadron Organization (VAW-113) is commanded by a Commanding Officer (CO) who holds the rank of Commander (O-5) and who has the ultimate authority in the squadron. The second in command is the Executive Officer (XO) who also holds the rank of Commander (O-5) as well. The XO assumes command of the squadron after 18 months or if the CO is incapable to command, whichever comes first. There are four functional departments in this squadron Operations, Maintenance, Safety, and Administration. Each of these departments is led by a Lieutenant Commander (O-4).
Within the Maintenance Departments are four Divisions including Quality Assurance, Aircraft, Avionics and Line. Each division is headed by a Lieutenant (O-3). The Division I belonged to was the Aircraft Division, this division has five branches Powerplants, Airframes, Aviation Life Support, Environmental Systems and Electrical. Each branch headed by a senior enlisted Chief Petty Officer (E-7). The branch in which I had a role in this organization was Poweplants. Below is the organization chart of this Navy Squadron Organization.
My role and my position
My role in this Navy Squadron Organization was as an aircraft maintenance technician with the rank of Second Class Petty Officer (E-5), my supervisor was a First Class Petty Officer (E-6) and our Branch Manager a Chief Petty Officer (E-7) and our Division Officer a Lieutenant (0-3).
Because of my position, I have directly authority and power over 5 subordinates in the Powerplants branch in which I worked for I also have authority over other junior enlisted personnel in the squadron. Position was one way in which I gained power in this organization. (Peffer, 1992) said One way of getting things to happen is though hierarchical authority. But sometimes I will face a problem in trying to exert my power effectively.
This problem was that I needed the assistance of other branches and divisions members to accomplish my job, these members were not necessarily under my chain of command. Members in the squadron needed some sort of interdependence in order to succeed in the job. (Peffer, 1992) states in his book that a problem with authority as a way of get things done is that comes from the reality that some of us work in positions in which we need the help of other individuals in order to accomplish our objectives and jobs, and this individuals dont fall within our direct chain of command. Sometimes authority by itself doesnt make you powerful enough but we need different types of power in order to get things done (Ashkanasy, Wilderom Peterson, 2000).
At that time, as a young sailor I thought that the only way I have gained power was through my position, but when taking BUS588 Power and Politics I realize that other factors helped me gained power and that I was not aware of them. Fortunately, I was able get along with everybody in the squadron but I never thought that this was a good resource of gaining power. One of the most important resources that any member of an organization can have is allies and supporters (Peffer, 101).
Working and getting things done with superiors.
In an organization the subordinates must work in cooperation with their superiors. Contrary to this, the organizational goals and objectives will not be achieved. The superiors must pay attention to the suggestions that their juniors give. Many successful organizations have adopted free flow of information between the superiors and their subordinates. Power within the organization is the ability to get things done through people and may be obtained from the relationship of the employees with each other. Influential employees have the power to make the achievement of the organizational goals and objectives. Interaction within the organization may be encouraged if only it brings about positive outcomes to the organization (Presthus, 1962).
In the squadron working with superiors and trying to influence them and get things done in the way I wanted was sometimes challenging, but I think that the good reputation I have in the squadron generated the trust my superiors had towards myself. My performance in the squadron was outstanding, base on this I was able to influence superiors to agree with my decisions in how things could be accomplished. During the time I was not aware I have this type of power. This is a good example and complements what (Peffer, 127) said A major source of power is your reputation in the organization how well you have performed in this on previous positions, particularly in terms of getting things done and holding onto power.
Besides my good reputation in the squadron, something that my superiors would not question was my technical knowledge my technical expertise sometimes intimidated my superiors causing them to agree in whatever decision I made regarding the status of the aircraft. As Im writing this paper and analyzing the power I had in the squadron I can conclude that knowledge was a good source of power. Perhaps if I knew this during that time I could be able to exert my power more effectively because knowledge is power (Peffer, 1992).
Another factor that complements what I have mentioned above is my personal attributes, everybody in the squadron knew me as the young man who is honest and doesnt look for trouble. My personal characteristics was to be respectful, quite, motivated, and who focuses on the job, dont get me wrong I was able to socialize as well when time permitted. Too much socializing was a major problem in the squadron causing effects to productivity, other members just socialized without focusing on their duties. An important source of power is the match between style, skills and capacities and what is required by the situation (Peffer, 1992)
Power of my superiors
The superiors at any level of operation must be granted with power to make decision and to enforce the rules and regulations of the organization. Superiors must command authority so that the juniors can give the due respect that they deserve. This helps in the achievement of the organizational goals in the most efficient and effective manner. The superiors must inspire hard work so that the goals of the organization can be achieved (Presthus, 1962). The system of rewards and punishment should be incorporated in the operation of the organization in a manner that the achievement of goals is not obstructed. The rewards should be given to the employees who have contributed positively to the achievement of the organizational goals. Employees who have negative contribution should be punished in a manner that they will not be affected negatively in their performance of their duties (Presthus, 1962). My superiors had different sources of power some of them had reward and coercion power which is the capacity to dispense rewards and the capacity to dispense punishments (Stroh, Northcraft Margaret 2002).
The CO and XO had the power to discipline and punish personnel within limits of military law. They were the most powerful individuals in the squadron and they were the ones who had more control over resources because of their position in the hierarchy. Besides the silver oak that they wear on their uniforms on top of their shoulder the other symbols of their power were the big spacious offices they had with brand new furniture including their big desks.
The decisions of these higher ranking officers whether good or bad had enormous impact to the whole squadron. Some of tactics of employing power that they used were the inspirational appeals tactic which means to make an emotional request that appeal to the values and ideas of the member of the squadron (Ashkanasy, Wilderom Peterson, 2000).
Other tactic they used were rational persuasion in which they used logical argument and factual evidence to persuade you (Ashkanasy, Wilderom Peterson, 2000). These individuals were good in managing information and analysis. Information and the certainty that it can present, is a very good source of power. That it can be implemented as part of a political strategy which is getting ones way through a good analysis (Peffer, 1992).
Besides the CO of the squadron my branch chief manager was one of the other persons who hold this type of power in the squadron. He was able to reward the good performers in the Powerplants branch and punished the ones that performed poorly or the ones that got in trouble. My supervisor had this type of power but very limited since he will have to report to the chief to make the final decision in how a member of the Powerplants branch should be rewarded or punished (Ashkanasy, Wilderom Peterson, 2000).
Culture of the squadron
The culture of an organization explains the values, beliefs and norms of the organization. The culture of the organization can contribute to a great extent the nature of politics and use of power within that organization (Presthus, 1962). The leaders of any organization must inculcate a culture which supports the achievement of the organizational goals. They should accept politics which are positive and which contribute to the establishment of a culture of hard work. The organizational structure of any organization should encourage the proper flow of power and the establishment of a culture which results into achievement of organizational goals (Presthus, 1962).
The culture of the squadron was focused on its own values and norms. This navy squadron organization is a greedy institution because it sets higher standards to their personnel. The squadron had hierarchy culture in which values efficiency, reliability, and fast production. Very little diplomacy is provided to staff, as all activities were governed by an enormous set of rules. Officers and higher enlisted rank personnel in this organization know how to keep the organization running smoothly.
According to Ashkanasy, Wilderom Peterson, (2000), the Hierarchy model results from value being placed on stability and an internal focus. In the for-profit world, companies that succeed with this culture are those with a stable product offering, and in which a complex set of rules has eliminated the need for staff creativity and input.The squadron had a constructive culture as well in which members were encouraged to interact with others and approach responsibilities in ways that will help them meet their higher order satisfaction needs. The constructive culture is characterized by achievement, self-actualizing, humanistic encouraging, motivation and affiliative norms (Ashkanasy, Wilderom Peterson, 2000).
The executive management in the squadron use ceremonies and setting as strategic and tactics for employing power effectively. Almost every month we had some time of ceremony including award and recognition, retirement ceremony, chain of command ceremony or just picking for the personnel to socialize and have fun. These types of ceremonies motivated the personnel so that they could be able to accomplish the job effectively. Symbolic management operates fundamentally on the principle of illusion, in the using political language, settings and ceremonies effectively elicit powerful emotions in people, and the emotions interfere or becloud rational analysis(Peffer 279).
Power and politics are the building blocks of the organization. They contribute a lot to the achievement of the objectives of the organization. Power and politics also contribute to a great extent to the culture of the organization. Organizational chart display the flow of power in an organization and should be used to reflect the general structure of authority within the organization (Presthus, 1962).
United States Navy originated from Continental Navy, which was founded when the American Revolutionary War was in progress. But it was later dissolved to form United States Navy. Department of the Navy manage this organization under the leadership of the Secretary of the Navy. The mission statement of the U.S. Navy is to maintain, train and equip combat-ready naval forces capable of winning wars, deterring aggression and maintaining freedom of the seas (Stroh, Northcraft Margaret 2002).
From the New Recruits Handbook, the mission of the Navy is to protect and defend the right of the United States and our allies to move freely on the oceans and to protect our country against her enemies (Cooper, 1839). In order to accomplish its mission the U.S. Navy is composed of ships commands organizations, aircraft squadrons commands organizations, submarines commands organizations and Special Forces commands organizations.
Organization of the Navy.
The organization structure of any organization is very important since it directs the flow of authority and power within the organization. This chart should be displayed by all organization since new employees learn about their duties, the level at which to operate, and to whom to report. The structure also displays the chain of command and the flow of power within an organization (Presthus, 1962).
The United States Navy lies within the jurisdiction of Department of the Navy, which is headed by the Secretary of the Navy. The Chief of Naval Operations is the highest-ranking official within the Navy (Cooper, 1839). The Chief of Naval operations together with the Secretary of the Navy perform the following duties Organize, recruit, train and equip the Navy for it to be operational. The Navy has operating forces which has nine components. There are fleets within the Navy which assume the functions of the force provider. They train and maintain naval units that are provided to the naval forces (Cooper, 1839).
The specific sub-organization inside the U.S. Navy in which I worked for 6 years was an Aircraft Squadron
Command called Carrier Early Airborne Squadron 113 (VAW-113). This Carrier Airborne Early Warning squadron consists of four E-2C Hawkeyes airplanes. The Hawkeyes primary mission is to provide all-weather airborne early warning, airborne battle management and command and control functions for the Carrier Aircraft Strike Group onboard and aircraft carrier. Additional missions include surface surveillance coordination, air interdiction, offensive and defensive counter air control, close air support coordination, time critical strike coordination, search and rescue airborne coordination and communications relay (Stroh, Northcraft Margaret 2002).
Chief of Naval Operations holds the highest rank in the organization. This Navy Squadron Organization (VAW-113) is commanded by a Commanding Officer (CO) who holds the rank of Commander (O-5) and who has the ultimate authority in the squadron. The second in command is the Executive Officer (XO) who also holds the rank of Commander (O-5) as well. The XO assumes command of the squadron after 18 months or if the CO is incapable to command, whichever comes first. There are four functional departments in this squadron Operations, Maintenance, Safety, and Administration. Each of these departments is led by a Lieutenant Commander (O-4).
Within the Maintenance Departments are four Divisions including Quality Assurance, Aircraft, Avionics and Line. Each division is headed by a Lieutenant (O-3). The Division I belonged to was the Aircraft Division, this division has five branches Powerplants, Airframes, Aviation Life Support, Environmental Systems and Electrical. Each branch headed by a senior enlisted Chief Petty Officer (E-7). The branch in which I had a role in this organization was Poweplants. Below is the organization chart of this Navy Squadron Organization.
My role and my position
My role in this Navy Squadron Organization was as an aircraft maintenance technician with the rank of Second Class Petty Officer (E-5), my supervisor was a First Class Petty Officer (E-6) and our Branch Manager a Chief Petty Officer (E-7) and our Division Officer a Lieutenant (0-3).
Because of my position, I have directly authority and power over 5 subordinates in the Powerplants branch in which I worked for I also have authority over other junior enlisted personnel in the squadron. Position was one way in which I gained power in this organization. (Peffer, 1992) said One way of getting things to happen is though hierarchical authority. But sometimes I will face a problem in trying to exert my power effectively.
This problem was that I needed the assistance of other branches and divisions members to accomplish my job, these members were not necessarily under my chain of command. Members in the squadron needed some sort of interdependence in order to succeed in the job. (Peffer, 1992) states in his book that a problem with authority as a way of get things done is that comes from the reality that some of us work in positions in which we need the help of other individuals in order to accomplish our objectives and jobs, and this individuals dont fall within our direct chain of command. Sometimes authority by itself doesnt make you powerful enough but we need different types of power in order to get things done (Ashkanasy, Wilderom Peterson, 2000).
At that time, as a young sailor I thought that the only way I have gained power was through my position, but when taking BUS588 Power and Politics I realize that other factors helped me gained power and that I was not aware of them. Fortunately, I was able get along with everybody in the squadron but I never thought that this was a good resource of gaining power. One of the most important resources that any member of an organization can have is allies and supporters (Peffer, 101).
Working and getting things done with superiors.
In an organization the subordinates must work in cooperation with their superiors. Contrary to this, the organizational goals and objectives will not be achieved. The superiors must pay attention to the suggestions that their juniors give. Many successful organizations have adopted free flow of information between the superiors and their subordinates. Power within the organization is the ability to get things done through people and may be obtained from the relationship of the employees with each other. Influential employees have the power to make the achievement of the organizational goals and objectives. Interaction within the organization may be encouraged if only it brings about positive outcomes to the organization (Presthus, 1962).
In the squadron working with superiors and trying to influence them and get things done in the way I wanted was sometimes challenging, but I think that the good reputation I have in the squadron generated the trust my superiors had towards myself. My performance in the squadron was outstanding, base on this I was able to influence superiors to agree with my decisions in how things could be accomplished. During the time I was not aware I have this type of power. This is a good example and complements what (Peffer, 127) said A major source of power is your reputation in the organization how well you have performed in this on previous positions, particularly in terms of getting things done and holding onto power.
Besides my good reputation in the squadron, something that my superiors would not question was my technical knowledge my technical expertise sometimes intimidated my superiors causing them to agree in whatever decision I made regarding the status of the aircraft. As Im writing this paper and analyzing the power I had in the squadron I can conclude that knowledge was a good source of power. Perhaps if I knew this during that time I could be able to exert my power more effectively because knowledge is power (Peffer, 1992).
Another factor that complements what I have mentioned above is my personal attributes, everybody in the squadron knew me as the young man who is honest and doesnt look for trouble. My personal characteristics was to be respectful, quite, motivated, and who focuses on the job, dont get me wrong I was able to socialize as well when time permitted. Too much socializing was a major problem in the squadron causing effects to productivity, other members just socialized without focusing on their duties. An important source of power is the match between style, skills and capacities and what is required by the situation (Peffer, 1992)
Power of my superiors
The superiors at any level of operation must be granted with power to make decision and to enforce the rules and regulations of the organization. Superiors must command authority so that the juniors can give the due respect that they deserve. This helps in the achievement of the organizational goals in the most efficient and effective manner. The superiors must inspire hard work so that the goals of the organization can be achieved (Presthus, 1962). The system of rewards and punishment should be incorporated in the operation of the organization in a manner that the achievement of goals is not obstructed. The rewards should be given to the employees who have contributed positively to the achievement of the organizational goals. Employees who have negative contribution should be punished in a manner that they will not be affected negatively in their performance of their duties (Presthus, 1962). My superiors had different sources of power some of them had reward and coercion power which is the capacity to dispense rewards and the capacity to dispense punishments (Stroh, Northcraft Margaret 2002).
The CO and XO had the power to discipline and punish personnel within limits of military law. They were the most powerful individuals in the squadron and they were the ones who had more control over resources because of their position in the hierarchy. Besides the silver oak that they wear on their uniforms on top of their shoulder the other symbols of their power were the big spacious offices they had with brand new furniture including their big desks.
The decisions of these higher ranking officers whether good or bad had enormous impact to the whole squadron. Some of tactics of employing power that they used were the inspirational appeals tactic which means to make an emotional request that appeal to the values and ideas of the member of the squadron (Ashkanasy, Wilderom Peterson, 2000).
Other tactic they used were rational persuasion in which they used logical argument and factual evidence to persuade you (Ashkanasy, Wilderom Peterson, 2000). These individuals were good in managing information and analysis. Information and the certainty that it can present, is a very good source of power. That it can be implemented as part of a political strategy which is getting ones way through a good analysis (Peffer, 1992).
Besides the CO of the squadron my branch chief manager was one of the other persons who hold this type of power in the squadron. He was able to reward the good performers in the Powerplants branch and punished the ones that performed poorly or the ones that got in trouble. My supervisor had this type of power but very limited since he will have to report to the chief to make the final decision in how a member of the Powerplants branch should be rewarded or punished (Ashkanasy, Wilderom Peterson, 2000).
Culture of the squadron
The culture of an organization explains the values, beliefs and norms of the organization. The culture of the organization can contribute to a great extent the nature of politics and use of power within that organization (Presthus, 1962). The leaders of any organization must inculcate a culture which supports the achievement of the organizational goals. They should accept politics which are positive and which contribute to the establishment of a culture of hard work. The organizational structure of any organization should encourage the proper flow of power and the establishment of a culture which results into achievement of organizational goals (Presthus, 1962).
The culture of the squadron was focused on its own values and norms. This navy squadron organization is a greedy institution because it sets higher standards to their personnel. The squadron had hierarchy culture in which values efficiency, reliability, and fast production. Very little diplomacy is provided to staff, as all activities were governed by an enormous set of rules. Officers and higher enlisted rank personnel in this organization know how to keep the organization running smoothly.
According to Ashkanasy, Wilderom Peterson, (2000), the Hierarchy model results from value being placed on stability and an internal focus. In the for-profit world, companies that succeed with this culture are those with a stable product offering, and in which a complex set of rules has eliminated the need for staff creativity and input.The squadron had a constructive culture as well in which members were encouraged to interact with others and approach responsibilities in ways that will help them meet their higher order satisfaction needs. The constructive culture is characterized by achievement, self-actualizing, humanistic encouraging, motivation and affiliative norms (Ashkanasy, Wilderom Peterson, 2000).
The executive management in the squadron use ceremonies and setting as strategic and tactics for employing power effectively. Almost every month we had some time of ceremony including award and recognition, retirement ceremony, chain of command ceremony or just picking for the personnel to socialize and have fun. These types of ceremonies motivated the personnel so that they could be able to accomplish the job effectively. Symbolic management operates fundamentally on the principle of illusion, in the using political language, settings and ceremonies effectively elicit powerful emotions in people, and the emotions interfere or becloud rational analysis(Peffer 279).
Power and politics are the building blocks of the organization. They contribute a lot to the achievement of the objectives of the organization. Power and politics also contribute to a great extent to the culture of the organization. Organizational chart display the flow of power in an organization and should be used to reflect the general structure of authority within the organization (Presthus, 1962).
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