Aviation Resource Management Systems
My official duty title is Superintendent, Aviation Resource Manager and my area of responsibility entails tasks involving my immediate control. For the responsibilities within my immediate control, I supervise five individuals. I coordinate the manning, training, and deployment taskings requested by our major command, Air Force, and Department of Defense counterparts. Additionally, I oversee the Aviation Resource Management System (ARMS) incorporating 285 records for aircrew members. Aircrew members are entitled to Incentive Pay in which I manage the $1.5 million aviation incentive pay program as well as any duty status boards concerning the status of an aircrew members flying status. Not only do I deal with managerial responsibilities on a tactical level, I also have the responsibility as the Functional Manager for over 20 1C0X2’s throughout the wing and manage three Air Combat Command (ACC) squadrons. The responsibilities of a Superintendent for my career field lies heavily on the knowledge of our Air Force Instructions. Just recently, I completed my tour as a First Sergeant and was returned back to my career field. After receiving my orders to Ellsworth Air Force Base South Dakota, the position required a special experience identifier (SEI) code to perform the actions as a superintendent. Like with any assignment I received, I walk into the position with the mindset to feel the environment out and then make any necessary changes regarding procedures that are accomplished each day.
Quality Management System
Every job in the military is governed by an Air Force instruction (AFI). AFI’s are our quality manuals, which serves as a permanent reference for implementing and maintaining the...
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...n concluded that the airmen were willing to learn and expand their breath of knowledge but were limited on the possibility of doing so by the management of their leadership.
#12 of Deming's 14 Points
Besides the leadership concept, my predecessor required them to perform monotonous tasks to keep them busy on a daily basis. On average, the airmen spent two to three hours verifying data that was already calculated to show the right information. This time that was spent cost the Air Force between $10 to $26 per hour. The time wasted could have been spent on tasks that are critical to the performance of our job. When I realized what tasks they were performing, I asked them what the purpose was and the overall goal of accomplishing this task. In the end, none of them was able to give me an answer that was based on the requirements of our Air Force instructions.
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
...n was yet another display of the most beneficial style of leadership. Putting together teams, holding regular meetings in locations that were conducive to deep thinking, allowing debates, and discussions to take place, not choosing sides and arriving at a consensus is the very core of team building and fostering inclusive environments. Doing it all while displaying sound ethical principles routed in being a southern Baptist Minister enabled Dr. King to achieve huge successes as the primary leader of the Civil Rights Movement. Taking notes from one of the great leaders of yesteryear can and does help senior non-commissioned officers get better. Being an effective motivating speaker, putting the organization before self, team building, and having appropriate ethical principles to back it all up go hand in hand with leading Airman in today’s United States Air Force.
On today’s modern battlefield, it is important to be proficient in Soldier common tasks. Since 2001, the United States Army has participated in over six combat areas across four countries. The United States Army has also sent thousands of advisors to more than a dozen counties. The pace the Army sets has continually been high with the train up and deployment of Soldiers. This pace is sustainable due to the universality of Soldiers established by proficiency in their common tasks.
Thomas N. Barnes Center for Enlisted Education (U.S.) United States. Department of the Air Force. (2012a). Diversity (LM03). Maxwell-Gunter Annex, AL: Department of the Air Force.
The Air Forces mission is to win in air, space, and cyberspace. From services to maintenance to combat controller, there are hundreds of specialties in the Air Force, and it is tough to recognize what your specialty’s role plays in the ultimate mission. Security Forces have a major duty than what most people might assume.
Running head: ARMY CAREER TRACKER PROGRAM 1 Army Career Tracker and Development Leaders from the Distance Hector Y. Villegas Senior Leader Course 15K4O ARMY CAREER TRACKER 2 Abstract This paper briefs us about the Army Career Tracker (ACT) a web-based leader development tool that integrates training, assignment, military and civilian education path, related to the Soldier Career Manager Field (CMF). On this website/development tool, the Soldier can create and manage short and long-term goals using the Professional Development Model (PDM). The PDM serve as a professional
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Earlier in March 2014 the senior leadership of the Air Force, to include the Secretary of the Air Force, the Chief of Staff, and the Chief Master Sergeant of the Air Force, made a statement to all airmen. They stated that “being an Airman is more than a job, when we voluntarily raised our right hands and took an oath to support and defend the Constitution, we became members of the profession of arms”, they also said that along with our profession of arms we are given and accept a sacred trust given to us by the American people, that to be worthy of this trust we must “build our lives and shape our service on the foundation of our core values”, and that when Airmen fail to live up to our core values, the reputation of all who serve is tarnished” (letter to airman, Mar 2014). Recently, I was tasked to deliver a briefing for the J3 monthly training day. This tasking was a result of my negligence in updating a certain system that is vital to the J3 watch floor. My briefing, although filled with correct information and guidance, was also slaked with profanity and unprofessional gestures. Regardless of any circumstances that may have been the cause for these actions, the actions needed correction. Correction was given, which was responded to by more profanity and provoking actions. After I showed such disrespect to my non-commissioned officer in charge, he escorted me to my supervisor and my actions were made known to him. During this time I was still acting very contentious and disrespectful, making snide comments and standing with such contempt as if to say “are you done now”. This of course escalated into more serious action by my leadership which very well could have been avoided had I done my duty correctly in the first place. The...
The Air Force Tenets make for a force that can adapt and change and still be relevant. The Air Force’s relevance has made it the premiere deterrent force. Our competencies as a fighting force changed forever when we took flight. These new capabilities gave us reach much further than ever experienced.
This proposal will discuss the importance of having a workshop for new incoming Soldiers as a Forward Observer. Valuable training and instructions must be implemented to ensure that a soldier has the right skill set to conduct operations successfully and be proficient in his job. In order for a soldier to be successful at the Soldiers new unit, one must be considered a professional at their abilities and proficient in all key tasks such as Map Reading, Land Navigation, Digital Call for Fire, Radio operation procedures, and be physically fit. This course will instill confidents in the soldier and be more acceptant to the unit. Majority of all training will be conducted face to face to allow hands on training; while digital training will be
US army in their various deployments learned that complacency, lack of proper planning and vision, non adjusting to the realities on the battlefield, when you might need to distinguish between enemy combatants and civil population can gravely compromise the mission. In this type of situation the importance of junior leadership that is dynamic, active, creative is paramount for the success of the mission. Training in a foreign language is also an important task that will make US military to have more contacts with local population. Avoiding complacency, better prioritizing for US military means a renewed System Approach to Training (SAT) and Mission Performance Standards (MPS) that will continuously improve based on After Action Reports (AAR’s) provided after mission has come to a closure. 7.
According to the Federal Aviation Administration (FAA) aircraft certification, “a large aircraft refers to an aircraft of more than 12,500 pounds which is the maximum certificated takeoff weight.” The heaviest and largest aircraft in the world have a maximum takeoff weight of over 600 tons. Since larger aircraft have greater capacity, as well as advanced technological features, airport management needs to make changes that cater to their operation. The first reaction of management at large airports was to restrict the new, large aircraft by assigning them to specific terminals, routes and runways. However, this led to delays and air traffic congestion. Given the growing number of new, large aircraft, the only safe and efficient way to manage air transport is to upgrade infrastructure. This paper will focus on the impact that newer, larger aircraft have on airport management. In discussing this, we will look at the changes that have taken place since these aircraft entered service.
Throughout the history of aviation, accidents have and will continue to occur. With the introduction of larger and more complex aircraft, the number of humans required to operate these complex machines has increased as well as, some say, the probability of human error. There are studies upon studies of aircraft accidents and incidents resulting from breakdowns in crew coordination and, more specifically, crew communication. These topics are the driving force behind crew resource management. This paper will attempt to present the concept of crew resource management (CRM) and its impact on aviation safety in modern commercial and military aviation. The concept is not a new one, but is continually evolving and can even include non-human elements such as computer-controlled limitations on aircraft maneuvers and the conflicts that result in the airline industry.
2. Bell, Sandra F., Gabrielle M. Anderson, Herbert I. Dunn, Brian G. Hackett, and Joseph W. Kirschbaum. "Military Education: DOD Needs To Enhance Performance Goals and Improve Oversight of Military Academies." . GAO, Sept. 2003. Web. 13 Feb. 2011. .