The Importance Of Management Style Of Naval Audit Service

1.3 Evaluate a model of managerial style in which the manager can apply skills to identify, study and

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

Training was conducted for the executive team that provided an over view of specific courses currently being utilized as part of Mountaire’s Six Pillars program. During the quarter, a review of Mountaire’s Operational Excellence course was facilitated.

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several

The core leader competency ‘Develops’ is broken into four key objectives: create a positive environment, prepare self, develop others and be a steward of the profession. The behaviors associated with these objectives are essential to the successful implementation of the Army SHARP program. Creating a positive environment decreases the risks of disciplinary issues in general. When an NCO is familiar with the required reporting procedures and available support programs they can more effectively train their Soldiers in what needs to be done given a situation that requires intervention. By passing the knowledge of how to handle situations to subordinates a NCO is ensuring the next generation of leaders carry on the ideals of the profession. When all of these objectives are met the unit becomes an environment where all personnel can be assured that not only their leaders, but also their peers will be invested in their wellbeing.

One thing I did not expect as a young man is that during my journey in the Coast Guard, whether 4 years or 30, that I would have the privilege to meet some great leaders. As though a higher power was at work, I usually had the proper leadership for the stage I was at in my career. BM2 Welch was rough around the edges and a stickler for detail. I was still new to the Coast Guard and needed a firm hand BM2 provided. He gave me direction. I learned from BM2 that working hard at every task thrown at someone is essential to be a good shipmate. As a brand new petty officer, BMC Jeff Reed showed me how to hold other people accountable. He never reprimanded me in public, and after every strict talking, he gave me a pathway to resolve the situation

As Chief of Naval Operations Adm. Jonathan W. Greenert once stated, one of the U. S. Navy’s guiding principles is “People are the Navy’s foundation”. The United States Navy has long since recognized that command at sea is an honor and a unique privilege, one that demands confidence, self-reliance, sound judgment, and complete dedication to the wellbeing of shipmates. At every level of Naval operations, leadership, integrity and character have always been vitally important dimensions of who we are and what we do.

There were many valuable topics covered during my time at the Chief Petty Officer Academy (CPOA), however three of them have and will continue to help shape me as a leader and be useful to assist those I work with at my upcoming duty assignment. There were many take-backs from my five weeks at CPOA; however the three I found the most valuable are wellness/fitness, facilitating meetings, and team building. These three very simple techniques can be quiet challenging for some and do create greater challenges if not used at all.

The Chief Petty Officer Academy (CPOA) provides Chiefs with an opportunity to learn new ways to understand their people and themselves. By using the tools provided by CPOA and reflecting on the lessons learned I will continue to grow myself into the best possible leader that I can be for Coat Guard (CG). Our time spent here at the CPOA gives us a chance to develop ourselves like no other time in our career, but only if we buy in. The Myers-Briggs Type Indicator (MBTI) Assessment allowed use to learn something about personality preferences while the Leadership Practices Inventory (LPI) allows use to receive unfiltered constructive feedback form over coworkers.

Units conduct training even when the unit is engaged in operations. As units operate, they learn from formal and informal after action reviews-during and after operations. Leaders continuously evaluate observations, insights, and lessons on planning, preparing, and execution. They also incorporate corrective action into training before the unit conducts the next operation.

In conclusion junior officers and chiefs unwillingness to follow a mentorship program, is causing poor mission execution. This can be resolved by the chief getting out of the mess and mentoring the junior officer. By setting expectations working on a junior officer PQS/development plan it will get the junior officer out of his comfort zone, the chief will impact a future leader of the coast guard. “Remember you never know who you will work for in the

Company’s new CAE can explain to the non-audit employees that IAD’s objective is to add values and help improve the business processes as well as company performance, which will affect each employee significantly. It is important to let all employees understand that the answers or thoughts they provide to the internal auditors will not be used against them. Moreover, establishing good relationship and providing ongoing communication with the non-audit employees can make them feel more comfortable to share their feedback and thoughts, and can reduce the “us vs. them” relationship between company’s non-audit employees and the staff of internal auditors.

When taking command, a commander must be responsible and accountable for his/her organization. A commander must be able to build a cohesive team, create a shared understanding, provide clear commander’s intent, exercise disciplined initiative, and accept prudent risk. These are the principles that guide mission command, and how we as commanders should command our organizations. The commander’s tasks, associated with these principles, are the commanders’ ability to visualize, describe, direct, and lead. As part of building a cohesive

An exploration of management practices in a military organization is substantively different in a number of ways from the same type of exploration conducted in the world of civilian enterprise. In the military, there is a cord extending from Pentagon-level leadership to down range command. This cord is an articulation of myriad rules and regulations that are not vulnerable to managerial whimsy or subject to the next-new-best-management-practice being promulgated in Ivy League business schools as the enlightened way forward. This is not to say that military management cannot or does not access the rich store of contemporary management theory. Rather, it is a validation of the place reasoned change has in the military machination. For military management practices to be revised, there must be a clear-cut advantage to capacity and force development. ARFOGEN was established for just those reasons to ensure that the Army regained its balance in order to meet the "requirements to operate in an environment of prolonged conflict against a hybrid threat" ("Stand To!," 2010).