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An organization must make decisions along two dimensions of goals: effectiveness and efficiency. Goals may be in conflict if the organizational structure that fixes stakeholder decisionmaking leads some parts of the organization to focus on effectiveness, without considering efficiency, and other parts to focus on efficiency, without considering effectiveness. There is a potential tension between effectiveness and efficiency. The authors discuss the relationships among stakeholders involved in manpower, personnel, and training processes for managing the U.S. Navy information systems technician rating. The authors recommend that U.S. Navy leadership be cognizant of the goal orientation and strategy of organizations in order to assess whether those goal orientations are the most appropriate for organizations. Further, awareness of differing goal orientations can facilitate interactions by bringing explicit awareness of differing stakeholder strategies. The authors' recommendations are specific to the U.S. Navy information technician community but might also apply to other U.S. Navy communities.

Table of Contents

  • Chapter One

    Introduction

  • Chapter Two

    Theory from the Literature

  • Chapter Three

    Assessing Ratings

  • Chapter Four

    Goal Orientation of IT Stakeholders

  • Chapter Five

    Conclusion and Recommendations

  • Appendix A

    MPT Stakeholders and Relationships

  • Appendix B

    Methodology for Effectiveness and Efficiency Goal Orientations

The research described in this report was prepared for the United States Navy. The research was conducted within the RAND National Defense Research Institute, a federally funded research and development center sponsored by the Office of the Secretary of Defense, the Joint Staff, the Unified Combatant Commands, the Navy, the Marine Corps, the defense agencies, and the defense Intelligence Community.

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