This paper examines the organizational culture of a U.S. Navy Port Engineer organization. The organization is the bridge between the U.S. Navy warship and the repair organizations, including commercial contractors that repair and maintain the ship's material condition. This mixed-methods, applied research study uses program design methodology. The study deconstructed the organizational culture of the organization and analyzed cultural congruence and incongruence between organization members and managers. The results of an organizational change just prior to the start of the study provided the opportunity to assess the effects of a specific transformational change in organizational structure. This study seeks to develop a better understanding of the organizational needs of the shipbuilding and ship maintenance organization being studied. The study seeks to establish the organizational paradigms in the organization under study and identify pressures upon the organization to change them. The study also develops specific, potential interventions to fulfill the needs developed in the study. Recommendations not only apply to interventions to better meet the needs of the organization studied, but also apply to future cultural assessments in similar organizations.
|Adviser||Marilyn E. Harris|
|Subjects||Management; Organization theory; Organizational behavior; Military studies|
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