Organization and Leadership In The US Navy
Relationships built in the workplace need to foster trust and open communication. My organization encourages transparent communication without a hidden agenda. Our leaders have an open-door policy encouraging employees to seek feedback and communicate their thoughts at any time. Encouraging us to communicate respectfully, clarify how we expect to be treated emotionally and mentally. Always taking responsibility for our actions and over-deliver on our promises.
When effective and efficient, teamwork is aimed at bringing a group of people together to achieve a given goal within a time limit (Elving, 2005). Power is awarded to the most deserving through merit. Authority is given randomly, especially in teamwork, to hone our leadership skills. When the common goal works and is in line with self-interest, the whole team becomes empowered.
The mission statement is a constant set mark the organization wholesomely aims to achieve. The mission we aim at delivering is accomplished—the constant bringing the best to the table tolerating no mediocrity at all. We are given awards for employees and tokens of appreciation whenever our work is exceptional; we feel motivated to give the best. Scholarships and training offered to upgrade our skill sets are a motivator as well.
The organization ensures to enact changes and work by example, reinventing themselves gradually. The fact that changes happen at the top and trickle down, we make sure to make the changes happen. The changes in paper alone are not our culture. The actualization of what we aim at achieving is our way of doing things.
What really helps how we work best is transparency. When something seems like a mirage, we work to actualize it. When it is impossible to achieve anything, we work on better ways to work through our difficulties despite the rank held.
References
Elving, W. J. (2005). The role of communication in organizational change. Corporate communications: an international journal.