...the United States Air Force. For the purpose of this essay, I will focus more on my workplace, which is with the 56th Security Forces Squadron located at Luke Air Force Base, Arizona. Strategic Management: First and foremost, I’ll begin by briefly summarizing what the United States Air Force (USAF) is and the purpose for their existence. The USAF is one of seven uniformed services in the United States. They were initial part of the U.S. Army until 18 September 1947; the day the USAF became a separate branch of the military per National Security Act of 1947. The USAF is a military service within the Department of the Air Force, one of the three military departments of the Department of Defense. The USAF is headed by the civilian Secretary of the Air Force, who is appointed by the President with the advice and consent of the Senate. The highest-ranking military officer in the USAF is the Chief of Staff of the Air Force who exercises supervision over all Air Force units, and serves as a member of the Joint Chiefs of Staff. Our Mission: The mission of the USAF is to fly, fight and win in air, space and cyberspace (USAF, 2014). Core Values: The Air Force (AF) bases these core competencies and distinctive capabilities on a shared commitment to three values: Integrity first, Service before self, and Excellence in all we do (USAF, 2014). The Air Force (AF) like any other major corporation has the following set of goals and expectations per Air Force Doctrine Document...
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...OVERVIEW UNITED STATES DEPARTMENT OF DEFENSE FISCAL YEAR 2014 BUDGET REQUEST APRIL 2013 OFFICE OF THE UNDER SECRETARY OF DEFENSE (COMPTROLLER) / CHIEF FINANCIAL OFFICER Preface The Overview Book has been published as part of the President’s Annual Defense Budget for the past few years. This continues for FY 2014, but with modifications as proposed by congressional staff. From FY 1969 to FY 2005 OSD published the “Annual Defense Report” (ADR) to meet 10 USC Section 113 requirements. Starting with the President’s FY 2006 Budget, this report was no longer produced. Subsequently, the Overview began to fill this role. This year to ensure compliance with Section 113, new chapters are added to include reports from each Military Department on their respective funding, military mission accomplishments, core functions, and force structure. Key initiatives incorporated in the FY 2014 Defense budget. Our budget is formulated based on aligning program priorities and resources based on the President’s strategic guidance. This year’s budget involves key themes to: achieve a deeper program alignment of our future force structure with resource availability; maintain a mission ready force; continue to emphasize efficiencies by being even better stewards of taxpayer dollars; and continue to take care of our people and their families. Implementing Defense Strategic Guidance. The FY 2014 budget request continues the force structure reductions made in the FY 2013 budget request. Following...
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...the mission and vision statement. The military is used as an example, setting the standard for other public and private entities. In this case, let's examine a human resources unit in the United States Air Force. The Air Force Civilian Services mission and vision statement aim to "provide elite administrative, operation and technical support for the Air Force vision; Global vigilance, reach, and power" ('Our Mission & Vision', 2016). The mission and vision statement must work together to meet the organizational goals. In examining the core competencies, one must consider the true definition and rationale. Also, the Air Force has a set of strategic goals that determine the long-range direction of the organization. The attitudes, behaviors and goals of each Air Force civilian in the group are meant to demonstrate alignment with the vision, mission, values, and competencies. For a company to manifest values and a culture that leads to success, these vital mantras must be reiterated, exercised, memorized, and done by all employees. Mission Statment There is a constant need for clarity and guidance in the workplace. Within the human resources of the Air Force organization, there is lots of confusion regarding the vision and mission statement. The Air mentioned above Force civilian services vision statement declared aspirations of providing the best possible support in operational, technical, and clerical endeavors. The mission statement is a bit...
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...Running head: Strategic Communications Strategic Communications its implications in Corporate Social Responsibility, especially as it relates to the United States Military Social Responsibility and Ethics Management MGMT 325 1 November 2008 Abstract The purpose of this paper is to inform the readers of Strategic Communications and its implications in corporate social responsibility especially as it relates to the United States Military and specifically how the United States Air Force is utilizing Strategic Communications to decisively influence worldwide audiences in efforts to either diffuse or prevent aerospace crisis. Strategic Communications, its implications in Corporate Social Responsibility, especially as it relates to the United States Military Wow, now if that is not a mouthful, it is no wonder why today and in the future we are going to rely more and more heavily on what we say versus what we actually accomplish. I reiterate we must remember it is what and how we say things that are most remembered not how we acted. The ability to affect change in a memorable voice is accomplished through an ever growing medium known as Strategic Communications, which is defined by the Defense Science Board (2004) as “a vital component of U.S. national security. It is in crisis, and it must be transformed with strength of purpose that matches our commitment to diplomacy, defense, intelligence, law enforcement, and homeland security.” It is also further...
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...escalation and because the government pays a contractor’s costs of performance regardless of whether the work is completed. The government uses the cost-reimbursement method only when it’s suitable when the cost of the work to be done cannot be estimated with sufficient accuracy to use any type of fixed-price contract. It appears cost-reimbursement has issues that can be for or against the contractor such as the case with Boeing. Boeing Co is the US Air Forces biggest client. Boeing is suing the US Air Force for $385 million it says the US owes them for the Delta IV Rocket Launch services. Boeing, United Launch Alliance and Lockheed Martin Corp filed a joint compliant in June 2012. They feel they need to preserve their right to recover these costs. They feel these are legitimate allowable costs of the Delta IV program that Boeing incurred prior to the creation of United Launch Alliance. The suit goes back between the 90”s to 2006, when the Pentagon launched Evolved Expendable Launch Vehicle program. Boeing claims the Air Force had agreed to reimburse the costs at issue as...
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...Aeronautical University Author Note The author, Casey Richardson, is a US Air Force Major and F16 test pilot at Edwards Air Force Base, California. He has more than 2000 flight hours in high performance aircraft including the T-38A/C, F-15E, and various models of the F-16. He is a graduate of USAF Test Pilot School and post-graduate student at Embry-Riddle Aeronautical University. DOD COSTS OF NOT PREPARING FOR NEXTGEN Abstract In order to facilitate a significant overhaul of the civilian National Airspace System (NAS), the Federal Aviation Administration (FAA) has partnered with many federal agencies, such as the departments of Transportation (DOT), Defense (DoD), Homeland Security (DHS), 2 and Commerce (DOC) and the National Aeronautics & Space Administration (NASA) through a consolidated Joint Planning and Development Office (JPDO) that was established by Congress in 2003 in the VISION 100 – Century of Aviation Reauthorization Act (JPDO, 2012). The JPDO has proposed replacing the old NAS structure of primarily ground-based navigation with robust satellite-enabled air traffic procedures and to supplement ground-based air traffic controller workload with advanced datalink and trajectory-based operations algorithms for de-conflicting aircraft on the ground and in the air. The hope is to reduce the required separation between aircraft and the decrease the human workload, without sacrificing safety. Department of Defense (DoD) leaders should consider lessons learned from past...
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...MODULE 1 DISCUSSION What were the driving forces behind the creation of the FAA and ICAO? This question is pertaining to the airline versus FAA safety responsibilities. How do these organizations differ in the effort for safety? You must include the reasons for your answers. In fact, the rationale supporting your answers may be more important than the actual answers. The primary driving force behind the creation of the FAA and ICAO was the protection and safety of the public, people on the ground, the aircraft and the flight crew. In the early years of aviation the airspace was completed unregulated, with no aircraft and pilot certification, training, and licensing standards, “No federal safety program existed, which prompted a number of states to pass legislation requiring aircraft licensing and registration. In addition, local governments enacted ordinances regulating flight operations and pilots, creating a patchwork of safety-related requirements and layers of authority (Rodrigues, 2012).” This occurred because the government could not reach agreement on what needed to be regulated until Congress passed the Air Commence Act of 1926. The Commence Act established safety, regulation, licensing, charts, accident investigation and more under the Department of Commerce Aeronautics Department, which, in 1934 changed to the Bureau of Air Commerce. Before the Department of Commerce set the standard, aircraft manufacturing companies were following rules that were unsatisfactory...
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...Running Head: Needs Assessment 1 Needs Analysis of The Instructors of their knowledge of objectives Brian Fitch Western Governors University Background The Air Force Institute of Technology (AFIT) provides graduate education for the Department of Defense and NATO forces in the science and engineering disciplines. The school is a part of the Air University and the Air University is a part of the Air Education and Training Command. The Institute is divided into three smaller schools, the Civil Engineering School, The Systems Engineering School and the School of Systems and Logistics. The School of Systems and Logistics provides Professional Continuing Education to several career fields including science, engineering, program management, acquisition, and logistics. This analysis concentrates on the School of Systems and Logistics. The school further divided into three academic departments Logistics, Acquisitions, and Systems. The school has more than 100 instructors that are a mixture of military and civilian. The military instructors are typically assigned to the school for three years. Within the tree years they usually experience a one year deployment to support the war effort. The civilian instructors are employed with the school an average of ten years. Most of the civilian instructors are retired military and considered the best Subject Matter Experts...
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...military officer serving as a chaplain for the 145th Air National Guard. In this paper, I will discuss and examine the United States military and the standards of ethic and integrity within the organization. Specifically, I will the Air National Guard as a backdrop to determine conclusions, access organizational climate and provide feedback as it relates to ethics and integrity. Later in the paper I will name five steps leaders can consider to prevent, control or minimize destructive behaviors. Further, I will create clear distinctions between organizational compliance and organizational integrity and list elements that must be included to improve the integrity of the organization. Finally, I will share my opinion of my personal ethical stance; cultural relativist or universal ethicist. Upon defending my position, I hope to clarify my ethical stance and support this stance in my leadership as a military chaplain and officer. The United State Air Force In 1997, I was commissioned to serve in the Air Force National Guard in the rank of 1st Lieutenant. I joined the Air Guard because I wanted to serve in ministry beyond the local parish. Additionally, I embraced the core values of the Air Force and wanted the integration of those values in my personal and professional life as a civilian. Each branch of the Armed Forces has a set of core values specifically developed to support the mission of each branch of service. The Air Force core values are: “integrity first, service before...
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...Rewarding17 Operations Management and Plans17 Operations Control18 CONCLUSION18 REFERENCES20 INTRODUCTIONIn 1947 President Harry S. Truman signed the National Security act, which created the United States Air Force. Since then, the USAF has revolutionized the technology, and tactics we use to protect this country. The Air Force played a pivotal role in World War II, Vietnam, and the Iraq War and in securing our borders. The US Air Force has become one of the most detailed, organized and efficient bodies, managed by top minds. It undertakes its responsibilities through different channels while ensuring that its work force remains dedicated, focused and competent to serve the nation. The Air Force is managed through several departments with comprehensively outlined responsibilities. Each of the bodies associated with the management of the Air Force has well specified details and identifies individuals with unique abilities and character to perform the demanding duties of managing the security of the nation. The Air Force has distinct characteristics in terms of its management. Just like any other organization, it has different departments with specific roles to play. There are qualified personnel in charge of ensuring the daily operations of the Air Force are fulfilled. In the Air Force, there is emphasis on the diversity of employees and how it can be managed. The...
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...contracts with the Department of Defense are some of the most lucrative contracts available to private businesses. If an organization has the fortune of landing one, it can turn an average income business into a large moneymaker for years to come. In the competitive world of aviation, these contracts are even more lucrative. Competition is fierce, and any advantage that can be gained is used. Unfortunately, sometimes these advantages come with unethical consequences. In 2003, an incident took place between two of aviation’s heavyweight contractors, Boeing and Lockheed Martin. At stake was a large contract to build Launch vehicles for the Department of Defense, in this case specifically the United States Air Force. It was alleged that Boeing gained access to company records and information belonging to Lockheed Martin. The records contained cost estimates and other financial and production information pertaining to the project. Boeing purportedly used this information to adjust their own project estimates which in turn made them more competitive in the contract negotiations with the United States Air Force. Boeing was also involved in another incident during 2003 in which Boeing was involved in leasing aircraft to the United States Air Force. Originally the plan was for the Department of Defense and the United States Air Force to purchase the aircraft from Boeing. But the plan was changed because it was determined by Boeing and the Air Force that it would...
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...HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, USAF AFIT/GSM/LSY/88S-28 TC nc21A9 88 DEPARTMENT OF THE AIR FORCE AIR UNIVERSITY AIR FORCE INSTITUTE OF TECHNOLOGY Wright-Patterson Air Force Base, Ohio - .m.l i -. . . . 88 12 21 026 AFIT/GSMILSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, UJSAF AFIT/GSMILSY/88S-28 Approved for public release; distribution unlimited . -! -- U II - U PU E I ~ E 1 I 1 - m . . The contents of the document are technically accurate, and no sensitive items, detrimental ideas, or deleterious information is contained therein. Furthermore, the views expressed in the document are those of the author and do not necessarily reflect the views of the School of Systems and Logistics, the Air University, the United States Air Force, or the Department of Defense. Aceession For NTIS GRA&I LTIC TAB Unannounced JustificationBy l ,i Distribution/_ AvailtbilitY Codes A-7 U ,' o Dist 1pecial L .... AFIT/GSM/LSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Presented to the Faculty of the School of Systems and Logistics of the Air Force Institute of Technology Air University In Partial Fulfillment of the Requirements for the Degree of Master of Science in Systems Management Stephen P. Wardlaw, B.S...
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...Abstract The United States Air Force is expanding and restructuring because of streamlining the first sergeant position no longer exists. However, a new position; Equal Employment Opportunity Specialist (EEOS) is open within the squadron. Key Words: Air Force, equal employment, First sergeant, position, power, restructure, Current Position Because of restructure and streamlining the position, I currently hold, as first sergeant in 45-days will no longer exist. However, my skills and training align with the newly opened Equal Employment Opportunity Specialist (EEOS) within the squadron. Key transferable duties of the first sergeant position include executive leadership and management to include communicating concerns of civilians, officers, enlisted, men, and women to the Commander (Chief Executive Officer/CEO). Those topics include the health, esprit de corps, discipline, mentoring, well-being, career progression, professional development, and recognition of all assigned enlisted members ("Air Force Enlisted Job Descriptions and Qualifications," 2012). The first sergeant is responsible for squadron member’s quality of life and pivotal in ensuring morale and unit cohesion. Squadron First sergeant’s respond to family maltreatment, including identification, and reporting protocols for employees. In addition, First sergeants, direct suspected active duty Air Force family maltreatment offenders to the Family Advocacy Program for comprehensive...
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...When a Mishap Occurs Keith A. Williams 110414 In the Air Force, mishaps occur regularly. This is unfortunate but, inevitable when you have a workforce of over 300,000 military members and 170,000 civilian personnel. Any mishap could create a crisis situation but, the severity of that mishap determines not only the response but the investigation to prevent recurrence. Categorically, mishaps are broken down by discipline, class and duty status. The disciplines are labeled as: Ground, Flight, Space and Weapons. Ground would be a mishap which occurred; you got it, on the ground. A car accident, a trip and fall at home (as military personnel are accounted for 24 hours a day) or a sprained back while lifting a box at work would all be considered ground mishaps. Flight mishaps are those that deal with aircraft. Aircraft are defined as manned as well as unmanned, such as Remote Piloted Aircraft (RPA) or as the media calls them drones. Space mishaps deal with space flight such as rockets and satellites. Weapons mishaps are those that occur when an explosive device, such as a grenade, missile or bomb incident occurs. All of these categories are then broken down by class from A-D. A Class A being the worse, whereas there is a loss of life or property damage over $2,000,000. A Class B mishap is one where there is a loss of a limb (leg or arm) or function of an eye(s) or property damage less than $2,000,000 but more than $500,000. A Class C mishap is when there are only lost workdays...
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...Paperwork Reduction Project (0704-0188) Washington DC 20503. 1. AGENCY USE ONLY (Leave blank) 4. TITLE AND SUBTITLE 2. REPORT DATE December 2009 3. REPORT TYPE AND DATES COVERED Master’s Thesis 5. FUNDING NUMBERS Anthrax Vaccine as a Component of the Strategic National Stockpile: A Dilemma for Homeland Security 6. AUTHOR(S) Thomas L. Rempfer 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) Naval Postgraduate School Monterey, CA 93943-5000 9. SPONSORING /MONITORING AGENCY NAME(S) AND ADDRESS(ES) N/A 8. PERFORMING ORGANIZATION REPORT NUMBER 10. SPONSORING/MONITORING AGENCY REPORT NUMBER 11. SUPPLEMENTARY NOTES The views expressed in this thesis are those of the author and do not reflect the official policy or position of the Department of Defense or the U.S. Government. 12a. DISTRIBUTION / AVAILABILITY STATEMENT 12b....
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