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The Stewardship of Command – Managing in Turbulent Times is the second book in two book executive management series by Lawrence Wade Johnson. The first book The Stewardship of Executive Management – for the Manager who Manages Managers introduced the USS WARREN LYNN CARD (DE 383) as the vehicle for illustrating the executive principles covered in the book. In this first book the case study began when Robert Mills was appointed to command a very dysfunctional organization and how he brought it up to combat readiness.
This second book continues where the first book ended. The crew of the Cardtakes the ship to the U.S. Naval base in Guantanamo Bay Cuba to participate in combat readiness exercises. During this cruise the ship and the crew experience not only the rigors of a very realistic combat training exercise, they also experience an onslaught of dangerous do or die situations that test their mettle as managers and maritime professionals. The experiences of the crew are compared with the turbulent times faced by commercial and industrial organizations in the private sector. Like the first book, the author provides expert advice and management axioms for handling those difficult situations drawn from his 40 plus years serving in the executive function and as a professional consultant to management.
The Stewardship of Command – Managing in Turbulent Times is the second book in two book executive management series by Lawrence Wade Johnson. The first book The Stewardship of Executive Management – for the Manager who Manages Managers introduced the USS WARREN LYNN CARD (DE 383) as the vehicle for illustrating the executive principles covered in the book. In this first book the case study began when Robert Mills was appointed to command a very dysfunctional organization and how he brought it up to combat readiness.
This second book continues where the first book ended. The crew of the Cardtakes the ship to the U.S. Naval base in Guantanamo Bay Cuba to participate in combat readiness exercises. During this cruise the ship and the crew experience not only the rigors of a very realistic combat training exercise, they also experience an onslaught of dangerous do or die situations that test their mettle as managers and maritime professionals. The experiences of the crew are compared with the turbulent times faced by commercial and industrial organizations in the private sector. Like the first book, the author provides expert advice and management axioms for handling those difficult situations drawn from his 40 plus years serving in the executive function and as a professional consultant to management.