The approach towards management varies from organization to organization. Indeed, there is no one size fits all approach when it comes to leading and managing groups of individuals into effective teams (Armstrong, 1993). While the approach tends to vary, many of these management theories have been in writing for over a half decade. The writings of Max Weber, Henri Fayol, and others published in the 1940’s and 50’s form the base of classical organization theory (Pryor et al, 2011). Though organizations have learned much over the last 60 years, many continue to use the ideas set forth by these early managerial thinkers.
In this paper we will examine the managerial theories of the United States Air Force as an organization. In particular, we
…show more content…
In particular, the early 20th century works of the French thinker Henri Fayol espoused the need for the division of work, the need for authority in management, and the need for discipline as part of his management theory. The management practices of the Air Force, as in all military organizations, are heavily based on these theories. The division of labor in particular, defined by Fayol as reducing the effort needed by individuals or groups, is implemented heavily (Cole, 2004). In an organization of over 300,000 personnel the Air Force accomplishes the division of labor through the use of Air Force Specialty Codes, or AFSC’s for short (Air Force Personnel Center, N.D.). These specialty codes are assigned to every incoming Airmen, and defines their role in the organization. From finance specialists to pilots, these specialty codes reduce the massive scope of daily operations for the Air Force into smaller chunks which each individual is responsible for. The Air Force itself defines the need for these specialty codes by stating “The military personnel classification system identifies duties and tasks for every position needed to accomplish the Air Force mission”. (Air Force Office of Personnel Management, n.d.) This division of tasks into smaller, individual …show more content…
The UCMJ lays out “the authority of Congress to regulate the armed forces” (Schlueter, 2004). As this statement implies, the authority for punishment of Air Force members is laid out by the U.S. Congress, and the UCMJ provides all Air Force supervisors with instructions on how and when to discipline members when they deviate from standards. The UCMJ also specifies the severity of the punishments that can be given for each of its articles. In theory then, this eliminates the ability of management to exercise arbitrary judgment and discipline over the employees within the Air Force. Also, the UCMJ is not a document that applies only to employees serving in the lower levels of the organization. It is a guide for discipline and punishment of all Air Force members throughout all levels and all departments of the organization. As we discussed earlier this brings the management practices of the Air Force in line with one of the main tenets of Taylors theory, that “management itself be governed by the science developed for each operation, and surrender its arbitrary power over the worker”. (Cole,
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
The analysis presented in this paper has been done with an aim to answer one fundamental question: "Why did Brigadier Savage succeed in transforming the 918th while Colonel Davenport fails?". The differences in leadership style between the two men have been presented within the frame work of three main parameters: vision, organizational changes and human resource management.
The United States Army, in its current state, is a profession of arms. In order to be considered a profession, the organization must have an ethical code rooted in values, strong trust with its clients, and be comprised of experts within the trade. These experts are constantly developing the trade for the present and the future and hold the same shared view of their trade culture. The Army currently has an ethical code embodied in the Army Values, which provides guidance to the individual and the organization. These values are universal across the Army, regardless of an individual’s personal background or religious morals.
Integrity first is the first core value that we in the Air Force live by. “People’s decisions to do what is ethical are greatly influenced by their surroundings, particularly by their organizational surroundings such as the “ethical climate” and the “ethical culture” of the organization” (Velasquez, 2012, p54) Getting trained the incorrect way is the most common mistake made in the Air Force for aircraft maintenance. If you were to question why we do things the wrong way the most common answer has always been “because that is how we have always done it”. This value is the most common one in my career field based on the fact that we work on multi million dollar aircraft and are expected to perform maintenance without anyone looking over our shoulder. A pilot will walk up to the aircraft walk around it quickly get in having full confidence in...
Leaders create a culture and its, therefore, their responsibility to change it appropriately for the better of the organization and in line with its mission. In the report, Lucas a director in Marshal space flight center has created a dangerous culture in the organization, and he is not ready to see it change. He is the source of problems facing the organization that leads to catastrophic accidents like the space shuttle Challenger disaster. He has built a federal management and does not listen to
Mr. Nardelli views management as top-down, command and control style, appreciated by efficiency managers, but criticized by many. He especially focused on process controls and metrics (including cost and quality). He also borrowed many management principles from the military and especially hired managers, who served in the military (Nussbaum, 2007). Nardelli worked hard to build a disciplined team (with order, high-pressure, and high standards) (Grow 2006).
The Uniform Code of Military justice (UCMJ) is a federal law, enacted by congress. It defines the military justice system and lists criminal offenses under military law (military). The president enacts rules by executive order known as Manual for Courts-Martial (MCM). The Manual for Court Martial details the rules and regulations for military court-martials and provides for maximum punishments for each military offense listed in the punitive articles of the UCMJ (Military). There is also a Non-Judicial Punishment, which consist of an article 15.
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...
Compare and contrast the management theories of Frederick Taylor, Henri Fayol, Elton Mayo, and Douglas McGregor. In what sense(s) are these theories similar and/or compatible? In what sense(s) are these theories dissimilar and/or incompatible? How would a contingency theorist reconcile the points of dissimilarity and/or incompatibility between these approaches? The twentieth century has brought in a number of management theories which have helped shape our view of management in the present business environment.
For this assignment, we will explore the Uniform Code of Military Justice (UCMJ), including Non-Judicial Punishment (NJP) and what each one entails. We will also explore the three types of court martial, summary, special, and general; along with the five different types of discharges, general, honorable, other than honorable, bad conduct and dishonorable. Uniform Code of Military Justice (UCMJ) When discussing the Uniform Code of Military Justice (UCMJ) it is important to understand that it is “a set of codes that exist to address the behaviors of service members who demonstrate an inability to control behaviors that may discredit the uniform of the United States (Freeman, 2012, p. 269 as per Hall, 2016, p. 180)”. These are guidelines like
U.S. Department of the Army, Army Leadership, Army Field Manual 6-22 (Washington, DC: U.S. Department of the Army, October 12, 2006), pp.
Standards and discipline is what defines an organization such as the military and without it we
PRIMIS MNO 6202: Managing Organizations. 2007. The 'Secondary' of the ' Reprint of the book. McGraw-Hill Education, 2013.
Those Functions of Management, designed by an engineer, were internally operated by principals. (14) Management Principles, that Fayol discussed are: (1) division of work; (2) authority and responsibility; (3) discipline; (4) unity of command; (5) unity of direction; (6) subordination of individual interests to the general interest; (7) remuneration; (8) centralization; (9) scalar chain (line of authority); (10) order; (11) equity; (12) stability of tenure of personnel; (13) initiative; and (14) esprit de corps. As it resembles mechanical design. Metaphor of a machine is used by Morgan (2006), when he envisioned the process of organization as a form of organization engineering by
Miles, R. (1975) Theories of Management: Implications for Organisational Behaviour and Development. McGraw-Hill, New York.