Many it must be clear and transparent. (Berry,

Many organizations face the same question every year: What
changes need to be made to improve the workplace? The organization that I have been a part of that needs improvements would
be the United States Air Force. There are three main issues I have seen in this
organization that I would like to change.
Technology is not functional for day to day operations because of being outdated, management and leadership need to focus more on commanding so employees will know what to do when given good orders
and beating communication breakdowns.

Every Airman needs to understand why their organization is
moving in a certain direction. When
change is announced, people will have
concerns. It is up to your management to make sure that everyone understands
why the change is happening and what the benefits
are. The key to that is clear communication. The Air Force has misleading
information that I have experienced when it comes to communication. AFIs tend to
be bendable when it comes to dress and appearance because of communication or lack there of. As a female I had
a shorter none fad hairstyle per AFI
36-2903. My leadership had considered it to be a
fad hairstyle per their interupritation of the regulation. I was then asked
to change my hairstyle even though I was within the limits of the regulations for
hair. In the meantime, there were other females with the same haircut that did not have to change. This
example shows lack of communication as an entire Air Force.

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 The CSAF has found
difficulty in getting information from his level to wing commanders and, in
turn, to other supervisors and airman in general. As a result, too few senior leaders and supervisors receive
accurate information from the CSAF and Air staff. For being such a large entity,
the Air Force needs to improve on four essential
characteristics of communication; clarity, reach, speed, and impact. Effective communication must link
words with actions and at the same time, it must be clear and transparent. (Berry, Dunwoody, Lewis, & Winston, 2016)

General Welsh came apparent to this communication problem and
presently there is no overall USAF communication strategy “Connecting the dots”
of internal and external communication with the decisions and actions of the
Air Force. (Berry, Dunwoody, Lewis, & Winston, 2016) The Air Force uses
serval slogans to define the Air Forces purposes, including “Aim high”; “World’s
greatest Air Force: Powered by Airman, Flued
by Innovation” However there is not a single core message that permeates and connects
its communication. There is no consistent set of priorities from leadership or
management to beating communications breakdowns between everyone. Everyone needs to be on the same page.

Communicating is also
something managers and leaders must adapt. The art of leadership is vital to
the military. The organization must recognize that it needs to develop future
leaders that have skill sets that are much expanded. Supporting employees is
important. Merely ordering people to do things because “I said so” may work in
the short run but in the long run this approach will fail. (Matthews, 2014) I have personally heard
that before. I was an alturnate record custodian for my supervisor. I went to
the week-long class to be qualified. As I am reorganizing and getting rid of
papers that no longer needed to be kept my supervisor kept insisting that I did
not shred them. In my class that I took in 2013, I learned that after seven
years the paper is no longer needed. My supervisor kept insisting that I keep old
files because he told me so.           

Managers and supervisors need
to be there to empower employees and support employees. Truly lead by example.
Sometimes we believe that means running the fastest in PT or having a sharp looking
uniform. While those things help, it ment more to me when I saw my leadership
lead by doing the mission better than I thought was possible given their
responsibilities as my leadership. Their type of commanding influenced me to be
better. Management operates through various functions. The organizing function
creates the pattern of relationships among workers and makes optimal use of
resources to enable the accomplished of business plans, objectives and goals. (Creating
Strategy: Common Approaches, n.d.)

For my final change, I would
change the technology that I had to use on a day to day basis. The very first
thing I would change is a better email system. Microsoft outlook takes way to
long to load. Using outdated technology makes me waste my time. Another factor
that I have seen is the storage space in outlook is small. There have been a
few times on deployments that I spent hours decluttering my email to make sure
I am reachable. The email process for the Air Force is slow and sometimes too consuming.
It took almost two years just to get windows ten on my work computer, when
windows ten was released July 2015. Updates like this can effectively help the
Air Force community.

The Air Force needs to assess the
organizations technological needs. It needs to be identified by the different agencies
that the Air Force has, and then address the issues at hand. Then once the technical
requirements are defined, they then need to determine applicable technologies
for the different organizations. That can lead to the potential scouting of
what other bases have in plan to use as well in the future to help Airman
succeed. Scouting involves isolating and applying new technologies to its current
models.

Frequent targets of organizational
change can be implemented to change an organization’s mission, strategy,
structure, technology or culture. Culture change allows the Air Force to focus
on making improvements, refocus the objectives, or achieve specific goals and
results. Communication, a structure in leadership and technology changes will
make improvements to the overall operation. These changes are important. The
military, given its importance to this nation, must be the forebear in developing
better ways to address these issues. 

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