Organizational effectiveness: a comparative analysis between Army and Navy officers
Gettys, Mark M.
Maxwell, Arthur Graham, Jr.
Harris, Reuben T.
McGonigal, Richard A.
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This study presents a comparative analysis of how four groups of officers view organizational effectiveness. The four groups that were surveyed include Human Resource Management Specialists (Navy), Organizational Effectiveness Management Consultants (Army), surface warfare officers (Navy) and combat arms officers (Army). The instrument used to collect the data was a modification of the NAvy's Human Resource Management Survey (Fleet). the modification to the survey required these officers to describe organizational states which they believed were reflective of an "effective organization." The original Fleet survey merely asked officers to describe what their organizations looked like now, not how they believed they should look. Sixty of the original eighty-eight questions were modified from the Navy's survey. An additional forty questions were added to these sixty questions in order to evaluate leadership styles. These forty questions were modified from Fleishman's leadership questionnaire. Comparative analysis were conducted among groups to determine if significant differences existed.
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
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