Uss Carney
Organizational Development Paper
USS Carney (DDG 64)
HRDM 650: Dr. Pontiff
November 13, 2010
From June 2005 to September 2009, I served on the Guided Missile Destroyer (DDG) 64, USS Carney. The USS Carney has approximately 300 sailors and officers. Out of the 300 about twenty-five are officers and another thirty or so are senior enlisted. Officer’s tours are eighteen to twenty-four months long and the enlisted sailors can remain on board for up to five years. While serving aboard the Carney, I witnessed the key crewmembers turnover at least three times. After each key crewmember, enlisted sailor or officer, transferred someone needed to rise to step into a new role and a new team needed to be formed. While I did not realize it at the time, we constantly performed Human Process Interventions to ensure we were ready to answer our nations call at a moments notice. The upper echelons of the U.S. Navy go to great lengths to ensure that teams are created through a structured multi-level training process, surveys, and other Organization Development techniques. The corporate culture on a naval warship is based almost entirely on the commanding officer (CO). Each commanding officer has served in the Navy for at least seventeen years and holds the rank of Commander, but is given the title of Captain while he is in command. Each CO serves aboard their ship for eighteen months. During my tour, I experienced four different commanding officers. The corporate culture is also affected by the ships deployment status. Ships normally deploy every eighteen months for six to eight months. When the ship returns from deployment, she undergoes a period of extensive repairs called Ship Restricted Availability (SRA) period, lasting between three to five months. During this time complex maintenance and system upgrades are made by civilian contractors. Also during this period many sailors transfer and new sailors take their place. Upon completion of the
USS Carney (DDG 64)
HRDM 650: Dr. Pontiff
November 13, 2010
From June 2005 to September 2009, I served on the Guided Missile Destroyer (DDG) 64, USS Carney. The USS Carney has approximately 300 sailors and officers. Out of the 300 about twenty-five are officers and another thirty or so are senior enlisted. Officer’s tours are eighteen to twenty-four months long and the enlisted sailors can remain on board for up to five years. While serving aboard the Carney, I witnessed the key crewmembers turnover at least three times. After each key crewmember, enlisted sailor or officer, transferred someone needed to rise to step into a new role and a new team needed to be formed. While I did not realize it at the time, we constantly performed Human Process Interventions to ensure we were ready to answer our nations call at a moments notice. The upper echelons of the U.S. Navy go to great lengths to ensure that teams are created through a structured multi-level training process, surveys, and other Organization Development techniques. The corporate culture on a naval warship is based almost entirely on the commanding officer (CO). Each commanding officer has served in the Navy for at least seventeen years and holds the rank of Commander, but is given the title of Captain while he is in command. Each CO serves aboard their ship for eighteen months. During my tour, I experienced four different commanding officers. The corporate culture is also affected by the ships deployment status. Ships normally deploy every eighteen months for six to eight months. When the ship returns from deployment, she undergoes a period of extensive repairs called Ship Restricted Availability (SRA) period, lasting between three to five months. During this time complex maintenance and system upgrades are made by civilian contractors. Also during this period many sailors transfer and new sailors take their place. Upon completion of the
References: Darling, J., & Utecht, R.. (2010). Leadership Responsiveness to The Key in an Era of Socioeconomic Stress: A Focused Team-Building Paradigm. Organization Development Journal, 28(3), 47-61. Retrieved November 07, 2010, from ABI/INFORM Global. (Document ID: 2127733301). Denton, D.. (2009). Creating Trust. Organization Development Journal, 27(4), 11-20. Retrieved November 07, 2010, from ABI/INFORM Global Mancheno-Smoak, L., Endres, G., Potak, R., & Athanasaw, Y.. (2009). The Individual Cultural Values and Job Satisfaction of the Transformational Leader. Organization Development Journal, 27(3), 9-21. Retrieved November 07, 2010, from ABI/INFORM Global. (Document ID: 1851849281). Wesner, M.. (2010). Organizational Learning: The Enduring Influence of Organization Development. Organization Development Journal, 28(3), 41-46. Retrieved November 07, 2010, from ABI/INFORM Global. (Document ID: 2127733291).