Slide 1: Introduction
Organizational change is inevitable in a business life cycle and is an opportunity for scaling up if well managed. Navigating change changes successfully is a vital consideration for both private and governmental organizations. According to Schein (2010), the United States (U.S.) Navy as an organization has undergone a tremendous transformation since its inception in 1775. The Navy at the beginning had the role of defending the American colonies from any British attack. Today, the Navy has the functions of sea control, humanitarian aid, power projection, maritime security, deterrence, and forward presence in its capacity as part of the United States' sea power (Masters, 2019). The Navy engages in specific activities such as maintaining coral reefs rescuing sailors, guarding the coastline, and regulating fishing activities to execute their principal mandate. The presentation will focus on the changes that can help improve the organizational health of the U.S. Navy.
Slide 2: Change 1-Talent Management
The U.S. Navy manages talent in highly conventional arduous and hierarchical decision-making processes. The past ten years have seen many uniquely skilled Navy professionals and talented employees opt out of the forces at the earliest opportunity to transition to private sectors (Spina & Spina, 2020). The causes for the current talent management issues at the U.S. navy are its inaction, strict outlived bureaucracy measures, antique software approval processes, and the absence of sound implementation strategies in managing talent. The change will enhance operational effectiveness by getting the best personnel for each job collectively to better the whole team. The current time wastage informs the choice of the change, and unskilled leadership is costly for the U.S. Navy that trickles down to the taxpayer in terms of expenses.
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Slide 3: Solutions to U.S. Navy Talent Management Issues
The Navy can leverage the existing cutting-edge technology, financing, advisory, and strategic combat integration to resolve their talent woes. The challenge of talent management in the army is due to current mistrust and fear of possible espionage. Additionally, occasional political interference or influence affects naval officers' appraisals, affecting their responses to change programs with the dominant feel of betrayal from their leaders. The management has to dissolve existing rigidity and the current lack of organizational leadership. Some practical solutions will include targeted training, promotion on merit rather than tenure period or age, Over-communication, and open-door culture (Bryant & Harrison, 2019).
Slide 4: Change 2- Fewer Carriers More Logistics
The proposed change to increase logistics and reduce carriers comes with boosted vertical launch system capacity. The change is expected to keep operational and sustainment costs steady and reduce the number of sailors required (Bolman & Deal, 2017). The change will increase the Navy's number of hulls, allowing the federal government to allocate more USN budget to modern submarines, logistics vessels, and uncrewed ships. The U.S. Navy personnel will have more versatility with the reduced carriers and be more effective in doing the job. The change affects the U.S. Navy's health as an organization by enhancing its resiliency, discipline, and inclusivity.
Slide 5: Strategic Benefits Reduction of Carriers
There will be a replacement of the 20 of the 80-90 large surface combatants with equivalent cruisers and destroyers. The change will also include having the right personnel for guided-missile submarines and increasing the number of small surface combatants (Al-Shawabkeh et al., 2016). The diversification to ships will help allow more attention to the cultural reputation essential for organizational success. The change will lead to a higher rate of technically qualified personnel with varied skills and abilities who work in the diverse ships to contribute to organizational success. The change will help create a cohesive body and increase the Navy's trust, which is the foundational change engine.
Slide 6: Change 3-Force-Wide Reviews
The force-wide reviews in the U.S. Navy will lead to the closure of some military specialties while others will be beefed up. Before fully implementing the force-wide reviews, the management will conduct simulations and analyze appropriate decision-making outcomes. The force-wide reviews change the Navy to use optimal fleet on missions. Additionally, the change includes the enhancement of uncrewed vessels to create more count to the vessels. The force-wide reviews are essential for the Navy's organizational change that ensures the best tools are used for each mission and operation. The projection is for the Navy's composition to become radically different upon implementing the change, and the personnel has more accessibility to the right guidance for their work (Spina & Spina, 2020).
Slide 7: Operational Unpredictability in Force-Wide Reviews
The change proposed encourages the navy personnel to modify their machinery's look often, to ensure that the adversaries do not easily predict them. The element of unpredictability could help them catch their adversaries unawares and thus succeed in their work. For instance, the use of Amphib jointly with the F-35 jet fighter in a single deployment and after that sending the next ships full of MV-22 Osprey aircraft (Bryant & Harrison, 2019). The enemy to the Navy has to be unsure of which look the Navy will take. The mix of light and heavy artillery increases the chances of success for the navy personnel in their work, reduces the adversary's capacity, and helps them reach high-speed rates timely.
Slide 8: Change Model: Kotter's 8-step Change Model
Kotter's 8 –step model has global popularity with its application in most personal and corporate settings for ease of comprehension and implementation. In change management, the method ensures employees are ready for change through effective communication of the change and focusing on employee experience. The most appropriate change model for implementing the changes without experiencing the changes is Kotter's 8-step model tried and tested for such changes. The Navy's well-tuned organizational structure is accommodative to change (Bolman & Deal, 2017). The Navy operates with high levels of flexibility and a clear-cut chain of command advantageous for change management, which augurs well with Kotter's eight steps. The Navy has a sound command structure and responsive leadership.
Slide 9: Conclusion
The presentation suggested three main changes: changes in talent management, the introduction of force-wide reviews, and reducing carriers to increase logistics. These change measures will help enhance the naval officers' service delivery and sustain its strategic objectives. Kotter's 8-step model is the most suitable for implementing the suggested changes. The Navy has other problems of financial opaqueness that is characteristic of shrewd management in overseas naval expeditions. Having systems and a culture of leader-member information exchange will help enhance accountability on finances. The Navy military's success primarily relies on structure and relationships, the change in how information from in the current chain of command, and ways of enhancing discipline in the Navy. The change will primarily seek to change the leadership style to dynamic, transformational, and transparent in the use of finances and other resources. For the U.S. Navy to function effectively and cope with growth, appropriately proactive change management is crucial. The proposed changes to make will help contribute to better health to the U.S. military navy as an organization. The Navy has a well-organized structure that could either promote change initiatives, hamper them depending on how well the change is managed.
References
Al-Shawabkeh, M., Li, X., & Sullabi, M. (2016). Leading Change: Adaption of Information Security in University Announcement System. International Information Technology, Mechanical, and Electronic Engineering Conference , 23-52.https://dx.doi.org/10.2991/jimec-16.2016.16.
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
Bryant, S. F., & Harrison, A. (2019). Finding Ender: Exploring the Intersections of Creativity, Innovation, and Talent Management in the U.S. Armed Forces. INSS Strategic Perspectives, (31), 5 , 16-22.
Masters, J. (2019). Sea Power: The U.S. Navy and foreign policy. Council of Foreign Relations , 2-3.https://www.cfr.org/backgrounder/sea-power-us-navy-and-foreign-policy.
Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.
Spina, L. J., & Spina, J. D. (2020). U.S. Navy Talent Development Program. Harnessing Change to Develop Talent and Beat the Competition , 181-185.https://doi.org/10.1108/978-1-83909-996-020201005.
