The dramatic political and economic events, both globally and within the United States, during the early 1990s led to significant changes to the Navy shipyard organizational structure. As part of the Navy maintenance regionalization and consolidation program, the financial management system used to manage these commands has been changed. Specifically, the Navy has shifted two of its four shipyards, with authorization to shift the other two in FY07, from the Navy Working Capital Fund to mission funding through direct congressional appropriations. This funding shift has raised questions about the advantages and disadvantages each financial system provides shipyards, the operating differences that occur due to the funding change, and the future financial consequences of funding Navy shipyards using direct appropriations. This thesis identifies the advantages and disadvantages of the Navy Working Capital Fund and the mission funding model in the context of a Navy shipyard environment and determines whether the change in financial structure provides an overall benefit that should be pursued for all shipyards. / US Navy (USN) author.

Thesis (Ph. D.)--Columbia University, 1932. / Vita. Published also as Bulletin no. 160, Trade and industrial series no. 46, of the U.S. Federal board for vocational education, under title: Apprentice training for shipyard trades; a study of the selection of apprentices ad their progress in training.

Approved for public release; distribution is unlimited / This thesis seeks to determine how the naval shipyards could better implement mission funding after having worked extensively under a Working Capital Fund structure. Several principles exist in current management literature that can be applied to this change at the naval shipyards. Of these principles, six recurring guidelines for successful change management and an organizational open-systems framework are used to provide guidelines for shipyard change managers. The transition of the Puget Sound Naval Shipyard provided a case study for applying this managerial theory. The six guidelines of change management were found to have applications for the case study, revealing the need for a clear vision statement, a leadership core, communication on multiple levels, attention to change inertia, and rewards for change behavior during a transformation. Furthermore, six key factors for success at Puget Sound Naval Shipyard provided additional guidelines for future transitioning shipyards, promoting command-level attention to mission funding issues, making a commitment to best practices, developing a specific timetable of milestones, seeking alternative sources of funding, performing functional area assessments, and developing and employing desk procedures. / Lieutenant, United States Navy

Thesis (doctoral)--Königliche Techische Hochschule zu Berlin, 1904. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (doctoral)--Königliche Techische Hochschule zu Berlin, 1904. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

During the turbulent times facing contemporary organisations, managers and employees need a precise understanding of the nature of team dynamics that develops quality service to customers. Extensive literature searches reveal few research studies focused on the nature of teamwork, which develops value to customers. The purpose of this study is to examine the value of teamwork for providing quality service within the Hong Kong shiprepair industry, outline the insight gleaned and recommend future research. This study aims to link empirically the Western developed Deutsch's (1949a, 19496, 1973, 1980, 1985, 1990) Theory of Cooperation and Competition with the innovation of teamwork and to assist in understanding the variance in the performance of these teams. Literature suggests that the relationships and interaction within the work teams can very much impact the overall performance of these work teams. The extent that these work teams are able to develop cooperative goals can promote productive and constructive communication and problem solving (constructive controversy) in their interactions. A constructive interaction leads to team members' perception of high team confidence. With trust, strong work relationship, team morale and perceived confidence, team effectiveness is enhanced on quality customer service (Alper, Tjosvold and Law, 1998; Tjosvold, Hui and Law, 1998; Tjosvold, Moy and Sasaki, 1996, 1999; Wong et al., 1999). The research also tests the extent of impact of traditional Chinese values of power distance and collectivism as contributing to cooperative goals and encourages an openminded discussion of opposing views (constructive controversy). It proposes that by adopting cooperative goals, shiprepair yard management in Hong Kong may meet the twin challenges of involving employees fully into the organisation and providing quality service to customers. / The result suggests that the Western derived Theory of Cooperation and Competition, if appropriately and skillfully expressed, might have the potential as one alternative to understand the goal interdependence dynamics as experienced by the Hong Kong Chinese in the shiprepair industry. Nevertheless, the result is not confirmatory to the main hypothesis of the study that team confidence is significantly related to quality customer service. Findings of this study question whether a Western theory or research instrument derived is appropriate for application to a Chinese work setting (Bond and Wang, 1983). Although it is useful to test concepts developed in one culture to another, yet theories from the West cannot be assumed to apply in the East (Hofstede, 1993; Triandis, 1983). An important finding of this research is, however, that this Western derived theory might not be suitable to be applied in a work group of very low levels of education and/or low exposure to the modern workplace practice and Western influences.

No description available.

Thesis (M. A.)--Florida State University, 2005. / Advisor: Dr. Suzanne M. Sinke, Florida State University,College of Arts and Sciences, Dept. of History. Title and description from dissertation home page (viewed Sept. 19, 2005). Document formatted into pages; contains vi, 118 pages. Includes bibliographical references.

Thesis (M.B.A.)--Naval Postgraduate School, June 2004. / Thesis advisor(s): Philip Candreva, Nancy Roberts. Includes bibliographical references (p. 81-86). Also available online.

Thesis (Ph.D.)--Ohio University, June, 2005. / Includes bibliographical references.