Relationship between Leadership and Organizational Culture
PSD Bremerton’s organizational culture prior to CWO3 Arcaria assuming the position as OIC was one best identified as “Authority – Compliance”. Production was all important, therefore the development the worker was of little or no consequence. The office was divided into multiple factions and each faction found ways to place blame and scorn on their opposite number. Long term employees had no regard for short term employees. Military Pay Division employees derided Military Personnel Division employees. There was only a desire for production but no teamwork.
Upon CWO3 Arcaria’s arrival, he began implementing his plan to change the culture of the PSD. Eventually, through his transformational …show more content…
These personnel were reassigned from ships in the local area for various reasons such as recuperation from illness, pregnancy, or merely because they were awaiting the return of their ship to homeport. These clerks required training in the basic conduct of customer service and either military pay or personnel administration.
PSD Bremerton’s workload varied greatly based on how many submarines were undergoing decommissioning/inactivation at Puget Sound Naval Shipyard. The variability of the decommissioning schedule caused a varied workload with a static workforce.
Organizational Opportunities
- New Building
- Upgraded Computer Systems provided by Headquarters
Naval Station Bremerton, the host command for PSD Bremerton began to execute a centralization strategy to co-locate tenant activities with supporting roles. Due to this strategy, PSD Bremerton was slated to move to a new building. In this newly constructed building, physical organization might be improved to achieve organizational …show more content…
(Daft & Lengle, 2000) CWO3 Arcaria had overall success in doing this, however, initially he experienced problems in convincing some of his subordinate managers to get fully onboard with his vision for the future of PSD Bremerton. Their reluctance limited how quickly the change in organizational culture came about.
The trait of agreeableness is another area in which CWO3 Arcaria showed weakness. He would occasionally get into a public disagreement with either military or civilian personnel who challenged his changed processes and goals. This public disagreement had a tendency to re-kindle the old divisive behavior which was part of the organizational culture CWO3 Arcaria was trying to change. Transformational leadership theory holds that most transformational leaders have the trait of agreeableness. (Judge & Bono, 2000)
CWO3 Arcaria was not open to being a part of the larger group of military officers onboard Naval Station (NAVSTA) Bremerton. In many instances, transformational leaders function best when fully part of the world around them. (Rubin, Munz, & Bommer, 2005) His lack of standing within the larger group of his peers may have had a negative impact on his ability to create internal change due to a lack of exterior
PSD Bremerton’s organizational culture prior to CWO3 Arcaria assuming the position as OIC was one best identified as “Authority – Compliance”. Production was all important, therefore the development the worker was of little or no consequence. The office was divided into multiple factions and each faction found ways to place blame and scorn on their opposite number. Long term employees had no regard for short term employees. Military Pay Division employees derided Military Personnel Division employees. There was only a desire for production but no teamwork.
Upon CWO3 Arcaria’s arrival, he began implementing his plan to change the culture of the PSD. Eventually, through his transformational …show more content…
These personnel were reassigned from ships in the local area for various reasons such as recuperation from illness, pregnancy, or merely because they were awaiting the return of their ship to homeport. These clerks required training in the basic conduct of customer service and either military pay or personnel administration.
PSD Bremerton’s workload varied greatly based on how many submarines were undergoing decommissioning/inactivation at Puget Sound Naval Shipyard. The variability of the decommissioning schedule caused a varied workload with a static workforce.
Organizational Opportunities
- New Building
- Upgraded Computer Systems provided by Headquarters
Naval Station Bremerton, the host command for PSD Bremerton began to execute a centralization strategy to co-locate tenant activities with supporting roles. Due to this strategy, PSD Bremerton was slated to move to a new building. In this newly constructed building, physical organization might be improved to achieve organizational …show more content…
(Daft & Lengle, 2000) CWO3 Arcaria had overall success in doing this, however, initially he experienced problems in convincing some of his subordinate managers to get fully onboard with his vision for the future of PSD Bremerton. Their reluctance limited how quickly the change in organizational culture came about.
The trait of agreeableness is another area in which CWO3 Arcaria showed weakness. He would occasionally get into a public disagreement with either military or civilian personnel who challenged his changed processes and goals. This public disagreement had a tendency to re-kindle the old divisive behavior which was part of the organizational culture CWO3 Arcaria was trying to change. Transformational leadership theory holds that most transformational leaders have the trait of agreeableness. (Judge & Bono, 2000)
CWO3 Arcaria was not open to being a part of the larger group of military officers onboard Naval Station (NAVSTA) Bremerton. In many instances, transformational leaders function best when fully part of the world around them. (Rubin, Munz, & Bommer, 2005) His lack of standing within the larger group of his peers may have had a negative impact on his ability to create internal change due to a lack of exterior