Crisis management and navy organizational culture
By: Mary Theo Hoeksema
Contributors: Naval Postgraduate School (U.S.) 
Publisher: Naval Postgraduate School; Available from National Technical Information Service
Published: 1997
Place of publication: Monterey, Calif; Springfield, Va
Language: eng
Number of pages: 101
Description: In recent years, the Navy has been plagued by a series of non- operational events that have attracted negative      attention from the media and intense scrutiny from political leaders, special interest groups and the public. Too      often, Navy responses to this scrutiny have been counterproductive. This study suggests that the Navy could      benefit from a broader definition of what constitutes an organizational crisis. Also, a more complex approach to      crisis management is needed, especially when the potential for damage to the institutional image is high. This      thesis proposes a formalized system of crisis management. It also presents critical case studies to illustrate how      organizational culture can serve as an impediment to constructive crisis management. The cases reviewed include      the Naval Academy's handling of the 1989 Gwen Dreyer sexual harassment and hazing incident, the 1992      Electrical Engineering 311 exam cheating scandal, and the critical editorial written by faculty member James      Barry and published by The Washington Post in March 1996. My research concludes that the key to effective      crisis management is an organizational culture which institutionalizes the use of ethical and constructive practices.
Notes: "September 1997."

Thesis advisor(s): Mary P. Callahan, James J. Wirtz.

Thesis (M.A. in National Security Affairs) Naval Postgraduate School, September 1997.

Includes bibliographical references (p. 95-100)

Approved for public release; distribution unlimited.

Also available online.

Mode of access: World Wide Web.

System requirements: Adobe Acrobat reader.

US Navy (USN) author.

dk/dk cc:9116 04/29/98.