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It's Your Ship : Management Techniques from the Best Damn Ship in the Navy

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Tu Nguyen

on 31 March 2011

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Transcript of It's Your Ship : Management Techniques from the Best Damn Ship in the Navy

It's Your Ship : Management Techniques from the Best Damn Ship in the Navy Outline Summary of the book
Video by Captain Abrashoff
Knowledege taken from the book
Comparison to textbook
Journal articles comparison
Conclusion Summary of the book Knowledge Taken From The Book
Comparison to the text book
Video by Captain Abrashoff
Journal articles comparison
Conclusion It’s your ship, is a story about Captain D. Michael Abrashoff and his command of USS Benfold. The book explains what leadership is and how to apply it in order to have a successful working environment. The book contains skills that Abrashoff learned in the military.

Captain Abrashoff was given an opportunity to work as a commander for USS Benfold, a ship full with latest technology but with minimal productivity by the employees. Captain Abrashoff knew he had to improve his leadership skills to be a great leader in order to motivate his employees to be productive. Within a short period of time, Captain Abrashoff was successful in creating not only a productive working environment but also managed to have employees who were confident and eager to take initiative and charge for their own actions. His tips that will help the management and the workers operate at their best were simple. One of the most important things in a working environment is communication; Abrashoff stresses the importance of communicating with the workers. He also stresses that by having an open communication; the workers would be confident and will perform better. The other important and costless aspects includes, seeing the ship not through the manager’s point of view but through the eyes of the workers and giving recognition to employees. Discipline in the ship increased when the ship workers felt their work was important and appreciated.
Knowledge taken from the book
Leadership is done by example Listen aggressively Effect on people Common goal Simple things Comparison to textbook Chapter 1 Chapter 3 Chapter 7 Chapter 9 Chapter 12 Video by Captain Abrashoff
Managers must understand the organization context
Human Factor
Managerial Role
Example Utilitarian Approach to Ethics
Moral Rights Approach
Justice Approach
Universal Approach Comparative advantage
1/ Superiority
2/ Intimitability
3/ Durability
4/ Nonsubstitutability
5/ Appropriability
Strategic Management process of setting direction
1/ Set the organizations general direction and objectives
2/ Formulate a specific strategy
3/ Plan and carry out the strategies implementation
4/ Monitor results and make adjustments Once Strategy has been formulated it must be implemented. This process is called Strategic Implementation. There are seven pieces to strategy Implementation
1. Developing it
2. Structure
3. Skills
4. Style
5. Staff
6. Systems
7. Shared Values Organizational and effective leadership
Level of power
Charismatic leader Communication
Nonverbal Communication
Barriers to Communication This article is about a researcher who identified two main research studies:

1) Individual level: examining personal characteristics to enhance and inhibit creativity
2) Organizational level: identifying organizations facts that affect creativity.

Employee Creative Behavior (ECB) is operationalized as an employee’s perceptions and beliefs about his/her creativity-related behavior in the workplace. In summary, the following hypotheses were formed:

H1. Self-direction is positively related to ECB.

H2. Stimulation is positively related to ECB.

H3. Achievement is positively related to ECB.

H4. Conformity is negatively related to ECB.

H5. Power is negatively related to ECB. Here, the work environment is labeled ‘‘Organizational Context’’.

There are Four groups of variables reflective of Organizational Context concern: (see Table 2).
In summary, the following hypotheses are created:

H6. Organizational Contexts that reflect controlling, hierarchical environments are associated with lower levels of ECB.

H7. Organizational Contexts that reflect higher levels of supportive communication are associated with higher levels of ECB.

H8. Organizational Contexts that reflect higher levels of risk taking are associated with higher levels of ECB.

H9. Organizational Contexts that reflect an open, fun, trusting, caring environment are associated with higher levels of ECB. Result: To test the relationship between ECB and Values, a stepwise regression analysis was used The results confirm with the hypotheses H1, H3, H4, and H5.
A second stepwise regression analysis was performed to test H6-H9. The findings confirm H7 and H9.
Correlation analysis revealed that there was a positive and significant correlation between "people are encouraged to take risks in organizations" and ECB, which leads to support H8.
I will be tying in how the following hypotheses relate to the book.
 
H1. Self direction is positively related to ECB
H2. Stimulation is positively related to ECB
H3. Achievement is positively related to ECB

The captain wanted to become the best damn ship in the navy. In the book the captain shows that when being curious, daring, influential and ambitious is positively related to ECB.

H4. Conformity is negatively related to ECB
H5. Power is negatively related to ECB

In the book he shows that conformity and power is negatively related to ECB. The captain was not violent and he did not seek control or dominance over people. In the chapter “lead by example” he came up with an idea on how to approach a problem. In the end his superiors got the credit which suited the captain just fine.

H6. Organizational context that reflect controlling, hierarchical environments are associated with lower levels of ECB.

The books shows that if you are too controlling then you will have a low level of ECB.

H7. Organizational contexts that reflect higher levels of supportive communication are associated with higher levels of ECB

The book shows that controlling has a negative affect with ECB.

H8. Organizational contexts that reflect higher levels of risk-taking are associated with higher levels of ECB.

The captain was a risk-taker. In his book he showed that risk taking had a positive effect on ECB.
 
H9. Organizational contexts that reflect an open, fun trusting, caring environment are associated with higher levels of ECB.

The captain always interacted with his sailors. By Juan Gabriel Cegarra-Navarro and Beatriz Rodrogo-Moya

Team members learn to function in a team by learning a shared language and acquiring the team subjective viewpoint. Brown and Duguid (1998)

This article defines the term group learning as ‘when all members perceive themselves as having contributed to a group outcome, and all members of the group can individually describe what the group collectively has accomplished and knows’.

It states that learning in teams is about:
Learning how the team behaves
What processes the team needs to follow
What attitudes and values the team needs to hold
What language to speak
How to access and interpret the team’s knowledge Factors that lead to high efficiency and success of the team can be classifies into two overall concepts; inputs & throughputs or input usage.

The journal defines the term ‘inputs’ as facilitating factors that improve the ability of individuals to make connections within an organization.
It defines ‘throughputs and inputs usage’ as a set of systems and mechanisms through which information is transmitted within the team.

The facilitating factors that they used in order to test their hypothesis are;
Support of management
Commitment and motivation
Characteristics and culture of the team
Groupthink
Group capital After conducting the research and analysis of their hypothesis regarding these five factors, they had discovered that groupthink was not a significant influence on a group’s efficiency, commitment and motivation had a positive and significant influence, the effect of management on group capital had a significant influence and that characteristics and culture of a team had a significant influence on efficiency and productivity.

Therefore, the most influential factors on the success of a group, according to their research are;
Commitment and motivation
Management and characteristics
Culture of the team Captain D. Michael Abrashof states in his book It’s Your Ship that one of the factors of a successful organization is the capability of its members to be able to articulate a common goal that inspires them to work harder amongst each other. This is supported by the journal due to the fact that they both emphasize the importance of a common goal in a group setting.

Captain D. Michael Abrashof also stressed the importance of proper management. He emphasized the fact that lower ranked employees will look up to management for indications on how to behave and what the organization expects from them. He acknowledged the importance of leading by example and felt that setting a good example for his team would ultimately lead to the success of his crew. This journal identifies the support of management as one of the crucial factors of success in an organization. After conducting their research, they found that the effect of management had a significant influence of the success of groups.

Captain D. Michael Abrashof stressed the importance of unity in an organization. He stated that if the group does not support one another, they will soon face crucial irreparable problems. He states that the job of a leader is to figure out the best way to get the members of a group to trust one another and work together for the good of the organization. This is supported by the journal because they list commitment and motivation as one of the factors of success of groups and have proven that it functions as a positive and significant influence.

Therefore, it is very apparent that this journal supports the premise of Captain D. Michael Abrashof’s book, It’s Your Ship. They both contain many of the same underlying concepts and principles. Many of the statements and concepts in It’s Your Ship are proven by the research and analysis of data in the journal. Test Statistics from the article conclude:
Relationship between leadership style, and team cohesiveness is significant
Team performance related to 2 variables
Knowledge level
Team cohesiveness Transformation leaders are associated with high levels of cohesiveness.

Concludes that team performance is a function of knowledge level and team cohesiveness.

This managing follower has its focus on the group process and fits into the transformational framework. It appears that for an organization to improve team performance its beneficial for the manager to provide opportunities to enhance knowledge level while encouraging team cohesiveness. To enhance knowledge level can be accomplished by choosing teams and incorporating individuals with integrated knowledge that covers the main functional areas of business administration coupled with learning motivation.

Team cohesiveness can be achieved by adopting a transformational leadership style and building a team of individuals who work well together.

We learned that team performance was mainly affected from two variables, knowledge level and team cohesiveness.
Transformational style leadership was directly related to the teams performance, which allows the worker freedom to perform as he or she sees fit. Michael Abrashoff does tis on the Benfold, he tries to make the whole crew work together. Not only does the crew of the ship have exceptional leadership but it also has great team cohesiveness.

Abrashoff wants the whole crew to express their opinion as is mentioned in chapters 1 and 9

Abrashoff also does not focus as much on how the work is done but on the results that are shown. There isnt a specific process the crew must follow to accomplish work they do things as they see best fit.

When abrashoff took command of the ship there was not much teamwork or team cohesiveness. Almost the whole crew said they would not re-enlist. Abrashoff made it a point to get to know everyone and get them to know each other. Relationship Between the book and the Article

The idea behind the book is technially supported by the empiracal article. They both suggest a significant relationship between leadership style and team cohesiveness.

Team transformation leader style can improve the work performance by creating valuable and positive change in the followers with an end goal of developing followers into leaders.

Also connecting the followers sense of identity and self to the mission and the collective identity of the organization. Author: Yajiong Xue

1) Leadership is done by example not percept

The book asserts that leadership should be lead by examples and first hand experiences rather than perception. The book goes into explaining that leadership is based upon delegating your crew and as they train their crew how to operate through every decision and action they make, they obtained that first hand understanding of what leadership really is.

Detracts: Within the article, it explains that empowering leadership qualities have been studied and the findings were that an employee’s job independence has actually improved with the technique of perception. A case being social environment; individuals use social environment as one of their most valuable source of information, utilizing it to construct reality and formulating attitudes, behaviors, and perception.

2) Innovation

Both the book and the article agree that everyone should be encourage to voice their opinions and ideas whether it be changing an existing method or some sort, or an idea for a new opportunity. 3) Influences on people

Supports: Navy ship and the article both agree that not only should everyone be treated fairly, but as well as if a leader wants to become an effective, supporting leader, they must make clear of their appreciation towards everyone. With the affection shown, the morale and spirit of the team rises, increasing the effectiveness and quality of the work produced. And within time, as the team union builds, it can become an advantage over your competitors.

4) Common Goal

Supports: While the book and article both agree that everyone must share the same goal for a team to be truly effective, there are a couple of differences. Damn your navy ship emphasizes to great lengths that for leading and managing something, they heavily depend on a common philosophical mission. And with this shared philosophical goal, individuals work more as a cohesive team, producing effective work. But within the article, while it touches up on the shared philosophy and common goals, but it emphasizes on the cohesiveness of the team through trust, common knowledge and ‘a psychological force that binds people together’. With the psychological force being the attraction of the team, along with trust and common knowledge, it goes on to explain that the teams cohesiveness builds greatly, both with more cooperating work as well as the care for one another - a commitment to the team. 5) & 6) Communication

Both the book and article agree that communication is key. Damn your navy ship describes the many ways the crew and leader finds to communicate with one another. Ranging from private emails to cheerleading for good ideas to light shows and loud music, the leader made sure that each individual within their crew felt the comfort to speak up and share their opinions.  Elaborating to this understanding, the article goes to explain that for this to happen, the commitment, cohesiveness and trust must all be intact. Team bond and climate must be established for the crew to share their ideas. And with the shared knowledge and different insights to new and existing methods and concerns, your company/ship will have a noticeably, significant positive influence. 

7. Leader and Team
Damn your navy ship and the article both concluded that in order for a leader to be effective and strengthening himself and his ship/business, he must spend time on his crew. By improving on the crews bond, morale and spirit, not only does the leader become an effective leader, it leads the ship/business to success. Though it does take time to build trust, cohesiveness and the comfort level for everyone to share their ideas, opinions and concerns, later on it’ll all pay off with the quality of produced work that they do. Because when you improve your crew, you improve yourself.
Conclusion
Why the principles in this book will not work in the everyday business ventures?
Summary Creativity is viewed as necessitating creativity in the workforce.

There are 10 important value types.

Empirical studies shown that intrinsic motivation is conductive to creativity. Communications and Negotiations Management Ethics and Social Responsibility Strategic Management Leadership Journal Article 1: Individual values, Organizational Context, and self-perceptions of employee creativity: Evidence from Egyptian organizations
Written by: Gillian Rice
How it relates to the book. Journal Article 2:
Learning Facilitating Factors of Teamwork on Intellectual Capital Creation Journal Article 3: Leadership team cohesiveness and team performance Questions? Feel comfortable Internal and External Advantages Journal Article 4: TEAM CLIMATE, EMPOWERING LEADERSHIP, AND KNOWLEDGE SHARING Thank you Cám ơn Dank je Wel Salamat Shukriya Terima Kasih Xie Xie Merci 감사합니다 감사합니다 감사합니다 Kamsahamnida Grazie
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