Principles of Management - 23rd Communications Squadron

PRINCIPLES OF MANAGEMENT APPLIED RESEARCH

23RD COMMUNICATIONS SQUADRON

Lynette Lewis

Park University Internet Campus

Principles of Management

Park University

December 2011

INTRODUCTION

The 23rd Communications Squadron's (CS) war time mission is to deploy trained combat communicators to implement and sustain Command, Control, Communications, Computers and Intelligence (C4I) systems for expeditionary air bases worldwide. Its local mission is to provide base wide communications expertise for 5,500 personnel in the Air Force's premier wing of pararescue, HH-60G, HC-130P and A/OA-10C, and the 93rd Air Ground Operations Wing's "first-in" ground forces. It does this by directing operations, maintenance, and planning of the Network Control Center, radar, meteorological systems, navigational aids and all telecommunications for the base. From the Senior leadership to the lowest ranking Airman in the unit, everyone knows what the mission is and what is expected from them.

BODY

Major Richard Brown is the Commander of the 23 CS, at Moody Air Force Base, Georgia. The squadron trains and deploys communicators to implement and sustain C4I systems for in-garrison requirements and expeditionary air bases worldwide. Major Brown leads 100 military and civilian personnel responsible for the operation and maintenance of 27 command and control facilities valued at more than $31 million, and providing the Network Control Center, communications, radar, meteorological, navigational aid, and information support for 5,500 personnel in the Air Force's premier wing of pararescue, HH-60G, HC-130P and A/OA-10C, and the 93rd Air Ground Operations Wing's "first-in" ground forces. Additionally, he ensures the deployment readiness of 53 communications unit type codes consisting of 672 pieces of equipment and 75 personnel for worldwide Air Expeditionary Forces operations.

Operations Management and Plans

Operations management is the application of the basic concepts and principles of management to those segments of the organization that produce goods and services. Operations management is practiced in the 23 CS by going back to basics. As a unit, we train together as if we were preparing to deploy to an austere location. All squadron members interact on a daily basis because most of the functions are closely related to or depend on each other to accomplish the mission. The 23 CS also conducts physical training together, and occasionally the two flights that make up the unit, the Systems Operations Flight and Plans and Resources Flight, will challenge one another to a different competition. Whether it be push up challenges, a game of ultimate frisbee, football or soccer, we constantly challenge each other to strive to be better in all that we do. These types of challenges help us to build esprit de corps and a better working relationship within the unit. All squadrons in the Air Force are given basic guidelines of what is expected of them by their Major Commands and the 23 CS is no different.

Organizing Work and Synergism

One of the primary reasons for organizing is to establish clear lines of authority, second is to improve the efficiency and quality of work through synergism and finally, it improves communication flow. The 23 CS establishes clear lines of authority as soon as a new member in-processes the unit. This shows the new personnel, not only who their direct supervisor is, but how the unit comes together in a synergistic fashion and lets them know the day-to-day challenges. If these individuals don't realize how their job functions mesh with the big Air Force structure when they deploy, then we can lose the fight. To teach them responsibility from the get go, we use Empowerment, a form of decentralization that involves giving subordinates substantial authority to make decisions. In order for empowerment to take root and thrive, four elements must be present: participation, innovation, access to information, and accountability. To have good participation, employees must know what their job responsibilities are and be thoroughly trained in them. Innovation demands that employees be given permission and encouragement to think outside the box and not just do things the way they have always been done. Access to information involves making sure the directions of the commander are easily accessible by everyone at every level in the organization. Accountability dictates that employees be held accountable for their actions and the results achieved either positive or negative. Implementing empowerment involves restructuring units to be smaller, less complex and less dependent on other units for decision making and action.

Organizational Structure

The 23 CS has a rather flat structure, meaning the organization has few levels with a relatively large span of management at each of those levels. Though it is relatively flat, it still resembles the management pyramid. We have, Lieutenant Colonel Richard Brown, who would be considered the Chief Operating Officer, as the commander and is in charge of everything the squadron doe as well as sets the vision for the squadron. He then has his right hand man (in this case woman) Chief Master Sergeant Lisa Friend, who takes care of all the enlisted issues and makes sure the rest of the squadron knows the direction the commander is going. She would be considered the Vice President of Operations. Then, there are two flights under that with a Flight Commander and superintendent acting as middle managers. Finally there are section chiefs, who act as crew leaders, that interact directly with the workers. This structure portrays a mechanistic system in the fact that each section is characterized by a rigid delineation of functional duties, precise job descriptions, fixed authority and responsibility, and a well developed organizational hierarchy.

Staffing

The goal of staffing is to secure and develop