netrashetty
Netra Shetty
Crowley Maritime Corporation, based in Jacksonville, Florida, and founded in 1892, is primarily a family and employee-owned company that provides transportation and logistics services in U.S. and international markets by means of six operating lines of business: Puerto Rico/Caribbean Liner Services, Latin America Liner Services, Logistics Services, Petroleum and Chemical Transportation, Petroleum Distribution and Contract Services and Technical Services. Offered within these operating lines of business are the following services: liner container shipping, logistics, contract towing and transportation; ship assist and escort; energy support; salvage and emergency response; vessel management; vessel construction and naval architecture; government services, and petroleum and chemical transportation, distribution and sales.
As of June 2010, the company employs approximately 4,500 people worldwide and provides its services using a fleet of more than 300 vessels, consisting of RO-RO vessels, LO-LO vessels, tankers, Articulated Tug-Barges (ATBs), tugs and barges. Crowley's land-based facilities and equipment include terminals, warehouses, tank farms, and specialized vehicles
CEO
Thomas Crowley
Director
Earl Kivett
Director
Philip Bowles
Director
Leland Prussia
Director
William Verdon
Director
Cameron Wolfe
Director
Gary Depolo
CFO
John Calvin
Secretary
AT
Atlantic & Gulf Region
JD
Pacific & Alaska Region
RS
Puerto Rico & Caribbean Line...
RG
Technical Services Division
SC
Administration
SR
Secretary & Legal
Michael Roberts
Executive Vice President
WP
Tax & Audit
Bryan Smith
take a closer look at the system and structure they're working in. If they behave like bureaucrats, they're working in a bureaucracy. If they're not customer focused, they're using systems and working in structure that wasn't designed to serve customers. If they're not innovative, they're working in a controlled and inflexible organization. If they resist change, they're not working in a learning organization that values growth and development. If they're not good team players, they're working in an organization designed for individual performance. Good performers in a poorly designed structure will take on the shape of the structure.
Many organizations induce learned helplessness. People in them become victims of "the system". This often comes from a sense of having little or no control over their work processes, policies and procedures, technology, support systems, and the like. "You can't fight the system" they'll say with a shrug as they give the clock another stare hoping to intimidate it into jumping ahead to quitting time. These feelings are amplified by a performance management system that arbitrarily punishes people for behaving like the system, structure, or process they've been forced into. "Empowering" helpless people without changing the processes, structure, or systems they work in is worse than useless. It increases helplessness and cynicism.
Structure is a very powerful shaper of behavior. It's like the strange pumpkin I once saw at a county fair. It had been grown in a four-cornered Mason jar. The jar had since been broken and removed. The remaining pumpkin was shaped exactly like a small Mason jar. Beside it was a pumpkin from the same batch of seeds that was allowed to grow without constraints. It was about five times bigger. Organization structures and systems have the same effect on the people in them. They either limit or liberate their performance potential.
As of June 2010, the company employs approximately 4,500 people worldwide and provides its services using a fleet of more than 300 vessels, consisting of RO-RO vessels, LO-LO vessels, tankers, Articulated Tug-Barges (ATBs), tugs and barges. Crowley's land-based facilities and equipment include terminals, warehouses, tank farms, and specialized vehicles
CEO
Thomas Crowley
Director
Earl Kivett
Director
Philip Bowles
Director
Leland Prussia
Director
William Verdon
Director
Cameron Wolfe
Director
Gary Depolo
CFO
John Calvin
Secretary
AT
Atlantic & Gulf Region
JD
Pacific & Alaska Region
RS
Puerto Rico & Caribbean Line...
RG
Technical Services Division
SC
Administration
SR
Secretary & Legal
Michael Roberts
Executive Vice President
WP
Tax & Audit
Bryan Smith
take a closer look at the system and structure they're working in. If they behave like bureaucrats, they're working in a bureaucracy. If they're not customer focused, they're using systems and working in structure that wasn't designed to serve customers. If they're not innovative, they're working in a controlled and inflexible organization. If they resist change, they're not working in a learning organization that values growth and development. If they're not good team players, they're working in an organization designed for individual performance. Good performers in a poorly designed structure will take on the shape of the structure.
Many organizations induce learned helplessness. People in them become victims of "the system". This often comes from a sense of having little or no control over their work processes, policies and procedures, technology, support systems, and the like. "You can't fight the system" they'll say with a shrug as they give the clock another stare hoping to intimidate it into jumping ahead to quitting time. These feelings are amplified by a performance management system that arbitrarily punishes people for behaving like the system, structure, or process they've been forced into. "Empowering" helpless people without changing the processes, structure, or systems they work in is worse than useless. It increases helplessness and cynicism.
Structure is a very powerful shaper of behavior. It's like the strange pumpkin I once saw at a county fair. It had been grown in a four-cornered Mason jar. The jar had since been broken and removed. The remaining pumpkin was shaped exactly like a small Mason jar. Beside it was a pumpkin from the same batch of seeds that was allowed to grow without constraints. It was about five times bigger. Organization structures and systems have the same effect on the people in them. They either limit or liberate their performance potential.