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Socio- Geographic Factors

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Socio- Geographic Factors

MMPBL/560
Socio- Geographic Factors

The three values of the United States Air Force (USAF) is 1) Integrity First 2) Service before Self, and 3) Excellence in all we do (U.S. Air Force, 2012) These values are instilled in every airman in the force. The United States Air Force is a very diverse organization that thrives on using and developing individual talents to pool together for the overall good of the organization. Why does the Air Force work so well with such a diverse blend of soldiers? The focus is clear, no matter what the background, all members are bound by the same values and understand they must work together to accomplish their mission of “Fly, Fight, and Win” (U.S. Air Force, 2012). While color, race, and background do not matter in the ranks of the USAF, hard work and determination play a role in the classes of the society within the USAF. Classes are based on rank and the task you are assigned.

Classes in the USAF Air Crew- This class is the most prominent in the Air Force. These soldiers are given this special position because of their extensive training and because they are operators of some of the most expensive equipment. Aircrew often has specific medical services (flight surgeons) that are focused on conditions that will affect the pilot while in the sky. Aircrew medical records are labels with a clear term “FLY” so that these patients will not be confused for other patients. Aircrew are considered vital to the mission and therefore get perks like quicker access to housing and can sometime get access to base facilities when normally closed. Officers- Officers are the management of the USAF. The officer status includes sublevels such as Company Grade officers. These are new officers (Lieutenant and captains) who are given restricted accountability as they are mentored and tested with different opportunities. This status is often a challenging stage to see if they will decide to make the Air Force their career as many new officers have a commitment of three years. The next level in the officer status is field grade officer (Major or lieutenant colonel). At this point, the officer is focused on his profession with the Air Force. Field grade officers have enough knowledge to address top topics. At this level, competition is brutal and only those who are seriously dedicated will be promoted. The next level is Colonel. The high status of this level includes special quarters and VIP lodging when visiting a base. Colonels are often selectively chosen for their assignments based on their experience and rank . Enlisted- Enlisted personnel are lower paid soldiers. They have to show respect by saluting officers and obeying orders. Fraternization between enlisted and officers are not encouraged. Enlisted housing is located away from officers housing and is often smaller.
NCOS (Noncommissioned Officers) are senior enlisted soldiers who have passed the rank of E-5 but are not considered officers (Sergeants). These are the connection between the lowly enlisted soldiers and the officers. In the civilian society, they would be supervisors. They do not make management decisions but to enforce the USAF code and mission. Family members- These are the soldier’s family members or also identified as dependents. They can be viewed both vital and secondary. Family members are essential to help soldiers balance the stresses of military life. Deployments and the expectations of the job can be very demanding. Family members give soldiers a solid base to pull from. However, they are also considered secondary as problems attaining to family members are the soldier’s responsibility to address and resolve quickly in order to be ready for the mission. Military families are encouraged to be stable, nurturing and able to cope with the demands.

Work Values- The USAF has very strong work ethic throughout the program. However, each class has their own responsibilities. Aircrews are mandatory to complete missions so their worst fear is to be “grounded” due to health issues or reprimand actions. Officers are highly competitive as the higher rank you attain the more power and prestige are rewarded. Enlisted officers are the lower class in the Airforce but are considered the back bone of the service, making up 80% of the soldiers. NCO’s are still enlisted but attain higher responsibility with higher rank. Family members also have expectations of them in this environment. They are a support status to help the Air Force complete their mission by contributing to the “Air Force Way of Life”. They are also known for a high work ethic and flexibility to adjust to work under stress (Roy, 2012). Work ethic is taught by example. Each soldier is looking up the ranks to judge how hard they need to work to accomplish their goals. Also, a fine line is drawn that failure is not an option. Winning is the mission.

Geographically Mobile culture Air Force culture consists of constant moves depending on staffing and strategy missions. With new governmental military strategies, the Air Force is undergoing a massive transformation. Instead of being staffed for long indefinite missions, the Air Force will now focus on support to other military branches with aviation support. Like all military personnel, the Air Force requires mobile workforce. Most soldiers will receive new orders every few years which require them and their families to relocate. The Air Force is conscience of the stresses associated with moving. There are several programs to help families not only with the logistics of moving but to deal with the emotional toll also. Programs include a website with information on preparing for a move, as well as information regarding the new location. They also provide housing assistance is base housing is not immediately available, as well as information for children and pets (Air Force Community, n.d.) A study by Berndt and McCandless from Purdue University (2009), researched the affects of moving had on military children. The study consisted of 1,137 students aging from third to twelfth grades. The timeframe on how long they had been at the current school was taken into account. Timeframes from 0-3 months were considered new, (10%), 4-12 months (22 %) 1-2 years (21%) and more than 2 years (47%). The study consisted of questioning the students based on confidence in learning, participation in class activities, rating provided by teachers of child’s academic competence compared to other children in the classroom and also by the student’s report card. Based on the results, the study found that the new students scored poorly on confidence and participation levels. Many educators and parent assume the orientation period to be short consisting on a matter of weeks; however this study found that it makes up to a full school year for the child to adjust to the new school. The study also found that neither age nor sex made much difference in the findings.

Strategic Regional Planning The USAF is undergoing a major transformation. When developing a plan for this transformation, one of the key steps is to inventory their current strengths and weaknesses and move on from there. The USAF is operating with dated equipment, the average age of their fighter and bomber is 21 years old. They have KC-135E aircraft that is almost 50 years old. While they review all equipment to make sure it is in good working order, they needs of the air force is changing. The new strategy of the USAF is to partner with other agency and to provide air support where needed. Unmanned aerial systems are new service and the demand is high. At this point, there are not enough airmen trained to perform the needed amount of work requested. The USAF is undergoing a modernization and recapitalization strategy to meet the new demands of the Air Force while meeting concerns regarding budget (Donley, 2008). By reviewing future concerns and environment, the plan has concluded to reduce the size of its Combat Air Forces, which should have little to no affect on effectiveness. It also includes the retirement of 252 aging aircraft, and investing the funds to modernize and improve its current equipment which will transition into the 5th generation enabled capabilities. Also that will enable manpower to be retrained for new missions that are in high demand.( Stanley,2010).

A study of government defense spending has shown a cycle of deduction in spending after the close of a military episode. Spending was reduced after Vietnam and also the Cold War. At times of threat, such as the Persian Gulf War and 9/11 investment in Defense systems rose. Over the years, the investment into these systems has been more for maintenance and ongoing support costs instead of development of new equipment and technology. These trends cannot continue as the military involvement in the Middle East comes to an end. “Instead, the next administration should seek to reform DoD business management practices and processes to ensure that they support, rather than compete with, long-range defense modernization and recapitalization requirements (AIA, n.d.)

Conclusion The USAF is changing to meet with upcoming demands and challenges. The classes of Aircrew, Officers, and Enlisted will soon be blurred due to new technological advances. The crews to perform new unmanned aircrafts used to require an officer to pilot however, changes were made to start training enlisted personnel to fly these aircraft. In Early 2009, Enlisted personnel began training to meet the demand. The Air Force is looking to provide 50 nonstop air patrols which would require 1,100 teams of pilots and one sensor operator. To meet the demand for these positions, The Air Force has to reach out of its conservative class system, and recruit from its enlisted soldiers. “Chief Master Sgt. of the Air Force Rodney McKinley said the option for enlisted pilots remains in play and he had “confidence enlisted airmen have the capabilities if tasked” (Hoffman, 2008).
References:

Aerospace Industry Association, (n.d.) U.S Defense Modenization: Readiness Now and for the Future. Retrieved March 2, 2010 from http://www.aia- aerospace.org/assets/report_modernization.pdf.
Berndt, T.J. and McCandless, M.A. (2009) Effects of a Family Move on the Academic Adjustment of Children and Adolescents. Department of Psychological Studies, Perdue University.
Daley, J. G. (1999). Chapter 15: Understanding Life in the Air Force. In , Social Work Practice in the Military (pp. 245-254). Haworth Press, Inc.
Doney,M.B. (2008). Air Force Modernization and Recapitalization Strategy. Retrieved March 2, 2012 from http://www.thefreelibrary.com/Air+Force+modernization+and+recapitalization+strategy.-a0190285075 Hoffman, M. (2008). Are Enlisted Airmen next to pilot UAV’s? AirForce Times. Retrieved March 2, 2010, from http://www.airforcetimes.com/news/2008/12/airforce_enlisted_uas3_122108/
Roy, J.A. Chief Master Sergeant in the USAF, (2012). Quality of Life in the Military. . FDCH Congressional Testimony,
Stanley, W. (2010) Review of USAF Combat Air Force Restructure Plan. Retrieved March 2, 2012 from http://www.rand.org/paf/agenda/2010/forcemod.html
U.S. Air Force (2012). Our Values. Retrieved March 2, 2012, from http://airforce.com/learn-about/our-values/

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