Organization and Management
The Navy is a large, highly complex organization that is not easy to compare to other executive departments or private enterprises. It is a product of history (our own and that of other countries), technology, and legislation, et al. The effectiveness of its components is often seemingly intertwined with the success or failure of individuals who lead them and vice versa. Nevertheless, the purpose and intent behind defense organization can be discerned in law and regulation, and its development traced over the course of the last five decades
Strategy is an issue today. The collapse of the Soviet Union has caused a rethinking of defense requirements across the board, and despite the Base Force and the Bottom-Up Review the resulting adjustments may not yet be complete. But the process for deciding strategy is more joint than ever and is no longer dominated by the military departments. Likewise, joint requirements and an acquisition process managed by OSD increasingly influence the development of major new technologies and weapon systems. Joint processes are emerging to develop strategic plans, define mission areas, identify essential tasks, and validate requirements.
In fact, many contemporary issues can be accurately framed within the context of this three-way relationship
Aligning Roles and Functions
Where the line should be drawn between OSD and service responsibilities? Many long- standing problems are embedded in managing support functions common to all three departments, like medical, personnel, financial management, C, base engineering, commissary, et al. (CJCS, 1993)
Human Resource Management in Navy:
The Navy's human resource system produces trained sailors to man the fleet. "Sea Power 21" demands much more. Our striking groups deployed over the past two years have been increasingly better manned as a result of a host of personnel and manpower initiatives, but we still have much to do if we are to optimize our Navy's personnel readiness............
