Introduction
The military holds an important group of people to the welfare of the country. For that reason, it greatly values management and leadership models to ensure that every military member is comfortable and that the general department is well-united. The military uses the generic management processes to create that free and disciplined environment, among them being planning, staffing, coordinating, organizing, reporting, directing, and budgeting. On top of that, it employs the four leadership frames, structural, human resource, political and symbolic, as provided by Bolman and Deal (Bolman & Deal, 2017). The structural frame involves having clear and defined goals that govern an organization.
The human resource frame addresses the relationship between leaders and their subordinates. It also includes how leadership addresses the needs of their employees. Such requirements include paternal and maternal leave, the increment of salary, requests, and allocation of vacation days, handling of reports of unfairness and assault in the workplace, and equality despite gender, race, or disability (Bolman & Deal, 2017). The political frame is more concerned with how the organization handles conflicting ideas between different individuals or conflict groups. The symbolic structure addresses the sense of purpose the organization gives its leadership and employees and the level of inspiration that comes with it (Bolman & Deal, 2017). One can assess the efficiency of an organization using the four leadership frames. This essay will examine the human resource and political structure as applied in the Navy. Further, it will determine, based on the assessment, whether or not the leadership is effective.
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Human Resource
The human resource frame focuses on individuals rather than the organization as a whole. Thus, the best way of collecting data is by interviewing individuals and comparing their personal opinions on the efficiency of the human resource sector in the organizations (Bolman & Deal, 2017). Lorberg conducted a study to assess the relationship between the Navy's Human Resource Management Specialists and their coworkers. He also sought to determine the Human Resource Management Specialists' perception of the Human Resource Management program. The study based its findings mainly on interviews with all levels of employees in the Navy. It analyzed the varied answers to the different questions asked to create a substantial report.
The study determined that about half of the respondents had had previous interaction with the Human Resource Management program (Lorberg III, 2016). Therefore, analysis based on their collective personal opinions would almost fully reflect the efficiency of the program. Naturally, respondents had mixed responses to the question of why they perceived the program as they did. Some based their perception on that of the Executive Officer. They posited that the level of commitment from the top of the organization highly influenced the workforce's perception of the Human Resource Program (Lorberg III, 2016). Further, they asserted that the commitment by the high-level leaders at the time was, by all means, satisfactory and commendable.
Other respondents based their responses on the command levels and posited that most staff members were not well-informed o the Human Resource Management program. They also said that the high-level commanding officers were the most informed on the program in the whole department while the low-level officers were the least knowledgeable. According to the respondents, the middle-level officers were the most resistant to the program and its policies (Lorberg III, 1980). Other interviewees believed in the existence of a division of opinions undermined the importance of Human Resource Management between the leadership and the staff. They also cited that the Navy was too committed to the primary roles that it gave little time and attention to the Human Resource Management program.
Further, the Navy's primary responsibilities demeaned those of the Human Resource Management program since the former required more workforce and leadership. Another subgroup of respondents felt that the program's efficiency was dependent on the program itself and its leaders. Such respondents were not content with the gender gap in the program and the equality of opportunities (Lorberg III, 2016). Despite the respondents' varied perceptions, they all came to a similar conclusion that the commanding officers had a significant impact on the improvement of the program services. They asserted that the officer benefited from an efficient program because it made it easier to manage the staff. As the officers improved the program in their departments, they marketed their ideas to other commanding officers and gradually introduced better reforms (Lorberg III, 2016). The commanding officers also benefited personally from the program since they also have needs.
Political Frame
The political frame encompasses the fairness of factors considered in decision-making, conflict resolutions, budget flexibility in meeting demands of various interest groups, and inclusion of staff members in all leadership areas in an organization (Bolman & Deal, 2017). Of the four leadership frames in the Navy, the political structure is arguable the most ignored. The Navy, like all other military branches, operates on a strict rank basis. Observations or demands by interest groups in the lower rank levels are passed on to the highest-ranking officer through an authoritative ladder. However, Bolman and Deal argue that the power held by united lower-ranking staff members is much greater than the stipulated rank-basis authorities (Bolman & Deal, 2017). The Navy frames challenges based on structured hierarchical arrangements. For instance, the failure in a mission by a unit of ten members would be its leader's responsibility. The unit leader would report to his immediate superior, who would then report to his immediate supervisor. As the authoritative ladder continues, leaders in each step take the blame for their subordinates' failure.
On the other hand, superiors reprimand their immediate subordinates for the failure of their direct subordinate. The blame-the-leader strategy is as effective as it is damaging. While it creates a sense of responsibility within Navy members, it may harness unhealthy anger against members who fall short of the authoritarian requirements. Similarly, immediate superiors take credit for success by their subordinates, a strategy that may also harness unhealthy envy. Such unhealthy emotions are the basis for subgroup conflicts that can become difficult to solve. If not addressed, such disputes can topple organizations and their management strategies.
On the bright side, the Navy has a strict sense of discipline and respect for authority that creates a supportive power-base for leaders’ initiatives. For example, a member of the unit mentioned above would not dare overlap his or her immediate superior by reporting to a higher-ranking official. Despite the level of urgency, the hierarchical structure is respected. This discipline is the greatest weapon against organized rebellious coalitions. The Navy excels in creating adherence to authoritative figures and following approved channels to file complaints of any kind.
Conclusion
The human resource and political frames of the Navy, as assessed above, are key contributors to its managerial success. The Navy substantially considers the human resource frame, causing it to improve periodically, although it has its failures. On the other hand, the political structure has little scholarly documentation and is also greatly disregarded by the Navy leaders. To improve their leadership and create a better environment for their staff, Navy leaders should introduce political and human resource reforms while at the same time retaining the positive aspects of the respective frames.
References
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership . John Wiley & Sons.
Lorberg III, M. G. (2016). Human resource management in the Navy: the specialists' viewpoint . NAVAL POSTGRADUATE SCHOOL MONTEREY CA.
