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Organization

Organization The United States Navy is an enormous organization spanning the entire globe. The chain of command covers everyone involved with the Navy from the President of United States all the way down to the eighteen-year old just checking into his first command. There are literally hundreds of different specialized jobs in the Navy all requiring different leadership styles and organization structures. Overall the entire United States Navy is based on a mechanistic organization with some variations throughout do to the wide variety of job fields. For instance my particular job field is one of the more technical fields in the Navy so we generally have some differences in organizational structure than that of the sailor painting the ship painted. I am currently working at the Fleet Area Control and Surveillance Facility (FACSFAC) located at Naval Air Station Jacksonville. FACSFAC as a whole is a mechanistic organization divided into two departments and several divisions providing basic functions ranging from things as complex as air traffic control to maintaining the cleanliness of the building. There is a Department Head over each department with several Division Officers reporting directly to them. The Department Head in turn reports directly to the commanding officer on all matters related to their individual departments. The air traffic control division is further divided into three sections of controllers that report directly to the Radar Branch Chief who reports to the Division Officer. Professionally the sections are managed in a boundary-less, team-based structure although militarily they are still run as a mechanistic organization. In some of the less technical divisions there is only a mechanistic organization. Although the Navy does not have a formal organizational network, its’ use of informal organizational networks are critical to its’ success. Many times during a military career the member will make friendships with other members in the same job field. As time goes on and the members transfer from one facility to another they are able to call on one another for solutions to problems they may come across. With the rise of the Internet these networks are being used in situations that in the past would have been impossible. There are basically four major types of boundaries affecting businesses today, the authority boundary, task boundary, political boundary and the identity boundary. The Navy has all four of these boundaries firmly in place. Although the Navy could definitely benefit by piercing some of these boundaries it could never become a true boundary-less organization. The authority boundary will always need to be in place. This boundary is essential to proper functioning of any military organization due to the threat of war. In time of war it is imperative that orders are followed without hesitation whether they are agreed upon or not. Although it may not be as important during peace time the Navy still requires this boundary due to the countless hazardous jobs supervisors are required to order subordinates to do onboard ship. Eliminating the task boundary could possibly help some parts of the Navy. In the case of the air traffic control field there are very specific jobs that the individual controller is legally qualified to do. Eliminating this boundary would not only be illegal but dangerous as well. In different job fields, such as boatswain where there is not as much specialization this would be an invaluable asset. The boundary the Navy would likely benefit the most from is the elimination of the political boundary. In the Navy our promotions are directly tied into the evaluation process. Many times senior personnel get so caught up in getting an outstanding evaluation and forwarding their career, they tend to forget the organizations ultimate goal. The Navy already has programs in place to educate managers in how to differentiate between win-win and win-lose situations. Many managers don’t feel the need to change. After all, we all learn how to be a manager from the people that managed us when we were coming up through the ranks. These programs do help, but this is a problem that won’t go away overnight. The Navy will never be a true network-based, boundary-less or team-based organizational structure but it could and will continue to benefit from the gradual change in some of these areas. Bibliography:

Word Count: 706