How Management and Strategy Applies in My Workplace

James F. Adams, Jr.

Webster University

This essay will highlight some of the Management and Strategy topics that were taught in class this semester and how it relates to my job in the United States Air Force. For the purpose of this essay, I will focus more on my workplace, which is with the 56th Security Forces Squadron located at Luke Air Force Base, Arizona.
Strategic Management:
First and foremost, I’ll begin by briefly summarizing what the United States Air Force (USAF) is and the purpose for their existence. The USAF is one of seven uniformed services in the United States. They were initial part of the U.S. Army until 18 September 1947; the day the USAF became a separate branch of the military per National Security Act of 1947. The USAF is a military service within the Department of the Air Force, one of the three military departments of the Department of Defense. The USAF is headed by the civilian Secretary of the Air Force, who is appointed by the President with the advice and consent of the Senate. The highest-ranking military officer in the USAF is the Chief of Staff of the Air Force who exercises supervision over all Air Force units, and serves as a member of the Joint Chiefs of Staff.
Our Mission:
The mission of the USAF is to fly, fight and win in air, space and cyberspace (USAF, 2014).
Core Values:
The Air Force (AF) bases these core competencies and distinctive capabilities on a shared commitment to three values: Integrity first, Service before self, and Excellence in all we do (USAF, 2014). The Air Force (AF) like any other major corporation has the following set of goals and expectations per Air Force Doctrine Document (AFDD) 1-1: 1. The mission is to “motivate, influence, and direct people to carry out the mission.” 2. People are the “heart of the organization.” 3. Never forget the importance of “Airman” – “Any USAF member (officer or enlisted; active, reserve, or guard; and Department of the AF civilians).” 4. Air Force concept of leadership is “any Air Force member can be a leader and can positively influence others.” 5. Members simultaneously serve as both leaders and followers at every level of the Air Force. 6. Elements of AF Leadership: “Effective leadership transforms human potential into effective performance in the present and prepares capable leaders for the future.” 7. Institutional Competencies: Qualities coupled with occupational skill sets that Air Force leaders develop as they progress along levels of increased: * Personal Leadership – face-to-face, interpersonal relations that directly influence human behavior and values. * People/Team Leadership – interpersonal and team building relationships that create a healthy climate. * Organizational Leadership – establishing structure, allocating resources, and articulating strategic vision. 8. Personal Competencies * Embodies Airman Culture (Ethical Leadership, Followership, Warrior Ethos, Develops Self) * Communicating (Speaking and Writing, Active Listening) 9. People/Team Competencies * Leading People (Developing and Inspiring Others, Taking Care of People, Fostering Diversity) * Fostering Collaborative Relationships (Builds Teams and Coalitions, Negotiating) 10. Organizational Competencies * Employing Military Capabilities (Operational and Strategic Art; Unit, Air Force, Joint, and Coalition Capabilities; Non-adversarial Crisis Response) * Enterprise Perspective (Enterprise Structure and Relationships; Government Organization and Processes; Global, Regional and Cultural Awareness; Strategic Communication) * Strategic Thinking (Vision; Decision-Making; Adaptability) * Managing Organizations and Resources (Resource Stewardship; Change Management; Continuous Improvement) * Leadership Actions (Decisive actions leaders use to get things done. Air Force leaders influence and improve their units in order to accomplish their military mission) 11. Leadership Actions * Influence (Communication; Motivation; Standards; Decisiveness) * Improve (Development and Learning) * Accomplish (Enhanced by influence and improvement)
Organizational Structure:
A security unit is much like any other civilian police agency. The main difference is in the Air Force, security has two main functions; 1) peacetime operations and 2) contingency operations. Peacetime operations involve day-to-day tasks at the home station. For example; the basic law enforcement functions (e.g., patrol, traffic management, investigations, administrative, etc.). Contingency operations involve training and preparations for wartime missions (e.g., convoys, identifying explosive devices, combat techniques, processing prisoners of war, etc.).
Matrix Organizational Structure:
Every security forces unit is broken down into five “S” functions. S1 is your command and control section. S2 is your intelligence and investigative section. S3 is operations (e.g., Gate Sentries, Law Enforcement and Security Patrols, Training, and Confinement). S4 is mobility (e.g. Resources, Mobility, Supplies, Budget, and Combat Arms). S5 is administrative section (e.g., Plans and Programs, Reports and Analysis, Resource Protection, Electronic System Security, Physical Security, Information Protection, and Pass & Registration).
Each unit is led by a commander, which is the highest ranking officer; comparable to a civilian police chief. In the Air Force, we refer to this person as the Defense Force Commander (DFC). His assistant or chief advisor is the Security Forces Manager (SFM). This person is the highest ranking enlisted person in the pay grade of Chief Master Sergeant. The SFM is responsible for managing manpower authorizations, providing oversight and looking out for the best interest of the enlisted force. The SFM usually has the most years of experience representing the active duty personnel.
The S-functions mentioned above are either led by an officer, senior enlisted person, or civilian. For instance, in our unit the S-1 is led by a civilian GS-09; S2 is led by a Technical Sergeant; S3 is led by a Captain and Senior Master Sergeant; S4 has a First Lieutenant and Master Sergeant; and S5 is led by me, a retired Senior Master Sergeant currently working in civil service as a GS-12. Civilians have the same legitimate power as an active duty member based on position and authority.
So in order to give you a better understanding on how the section is organized; here is a breakdown of the different sections within S5: * S5 Branch Chief * S5S Installation Security Superintendent * S5SX Chief, Plans & Programs * S5SR Noncommissioned Officer in Charge (NCOIC), Resource Protection * S5SP NCOIC, Physical Security * S5SE NCOIC, Electronic Systems Security * S5AR Chief, Reports & Analysis * S5AI Information Protection * S5AT NCOIC, Antiterrorism Officer * S5AB NCOIC, Pass & Registration
S5 Branch Chief: Beginning at the top, you have the S5 Branch Chief. As this person, I’m responsible for managing each of these sections. Not all S5 sections in the AF are managed by civilians. Those not, are usually manned by a Senior Master Sergeant, which is in the pay grade of an E-8. Our job is to lead and mentor those under us. According to General John P. Jumper, Former Chief of Staff of the Air Force, “Leaders do not appear fully developed out of whole cloth. A maturation must occur to allow the young leaders to grow into the responsibilities required of senior institutional leaders and commander” (AFDD 1-1). These staff positions are considered a promotion to most. Everyone starts on flight, working eight to twelve hour shifts working either law enforcement or security posts. A new Airman usually starts on one of the sentry gates controlling entry onto the installation or working a security patrol on the flight line protecting our valuable assets (e.g. F-16 or F-35 Aircraft at Luke). Over time these Airman will mature and become proficient in their duties. As opportunities become available, we select the best of the best to fill staff positions. It’s a process we call “career growth or career progression”—a process of becoming well rounded and learning a new skill asset within the career field.
S5S Installation Security Superintendent (ISS): The S5S is one of three promotable positions for a Master Sergeant. This person is my second in command, who basically is groomed to manage and lead the section. This person is currently on the right career path for their next promotion. This person has full empowerment to make critical decisions on their own. Empowerment is the sharing power and authority with subordinates to increase their confidence and effectiveness (Ivancevich, Konopaski, & Matteson, 2014).
S5SX Chief of Plans and Programs: The S5SX is responsible for developing guidance and procedures for the unit. They also coordinate on every wing Memorandum of Agreement (MOA), Memorandum of Understanding (MOU), and Support Agreement (SA). In addition, every Luke Instruction, Operational Plans, or written guidance that has anything to do with security, they are responsible for coordinating and providing guidance or direction as the subject matter expert (SME). An SME is a person who has a particular expertise needed on a project (Carkenord, 2009).
S5SR NCOIC of Resource Protection: This person is responsible for managing all the controlled areas. A controlled area is defined as facilities storing Arms & Ammunitions (AA&E), Pharmaceuticals, Classified Accounts, and Major Fund’s facilities storing over $100,000.00.
S5SP NCOIC of Physical Security: Is responsible for overall base security requirements. Develops and implements procedures for controlling access to the installation; controlled and restricted areas; and flight line security. Provides oversight and security management for over 43 units. Tracks and monitors all temporary free zones, temporary control areas, and is the SME for all Presidential Support Missions.
S5E NCOIC of Electronic System Security: Is responsible for over $2.5 million in Advantor Alarm Equipment. Monitors and manages 105 alarmed system accounts and more than 65 Closed Circuit Televisions (CCTV). This person is the SME for all alarm issues, upgrades, and any enhanced security innovations. Provides training to over 35 security controllers (alarmed monitors/dispatchers) and 250 owner/users annually.
S5AR Chief of Reports and Analysis: This section tracks and manages all security blotters, incidents, traffic accident reports, and traffic tickets. This person is the SME for everything dealing with administrative security. Tracks, monitors, and reports annually all National Incident-Based Reporting System (NIBRS) to the Federal Bureau of Investigations (FBI) and Defense Incident-Based Reporting System (DIBRS) reports to the Department of Defense (DoD) (e.g., balanced scorecards).
S5AI Information Protection: Is responsible for three unique programs, all of which deal with classified information; 1) Information Security, 2) Personal Security, and 3) Industrial Security. Information security manages the handling, storage, and delivery of classified information. Personal Security is responsible to ensure all personnel are properly cleared to access classified, process security clearance applications, and take appropriate actions to remove authority for access to classified material as needed. Industrial Security manages all civilian contracts which require access to classified information.
S5AB Pass & Registration: This department is managed by a Technical Sergeant (NCOIC) along with four other lower ranking individuals. This section is similar to a civilian motor vehicle department (MVD). They’re responsible for registering all visitors, contractors, vendors, and deliveries onto the installation. This is accomplished by enforcing stringent fitness determination, screening, and vetting each individual through the Arizona Criminal Justice Information System (ACJIS); prior issuing a base pass. There are over 250K vehicles, 5K contractors, and over 1.5K visitors processed each month; averaging over 75 denials and 20 civil arrests.
The External Environment:
The AF like every other major corporation has to deal with economic, social, political, technological, and ecological factors that originate beyond, and usually irrespective of, any single USAF operating situation. The most notable external factor that has occurred recently is sequestration which was triggered by the Budget Control Act. In FY2013 alone, the Defense Department incurred a spending reduction of $46B, roughly 9 percent of its base budget. Military leaders fear the budget reductions projected through FY2021 will seriously degrade in our ability to respond to future crisis and our readiness levels will be unacceptable. Despite the uncertainty and dynamic nature of this environment, we can only hope that our leaders will develop the proper objectives (e.g., short-term and long-term) and strategies in order to minimize any negative effects to our National Security.
Dashboards:
One way the AF maintains strategic control is by developing and employing a comprehensive program such as the Management Internal Control Toolset (MICT). MICT is used to self-evaluate every program (e.g., essential every job) throughout the Air Force, provides management (e.g., commander) oversight, deficiency identification, corrective action plan development, trending, and deficiency resolution. The data from MICT is used to improve efficiency and effectiveness as well as enable future desired transformations. In conclusion, I’ve briefly compared some of the topics learned from our management and strategy course to my current job working with the United States Air Force. Having over 35 years’ experience I can definitely relate and comprehend to the teachings to my everyday work environment. I’ve seen many changes over the years; everything from developing and implementing strategies, taking risks, reevaluating processes and programs, dealing with all the external factors, and globalization. It all comes down to strategic management—the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives (MNGT 560).

REFERENCES

United States Air Force (USAF) (2014). About the Air Force. Retrieved from http://www.airforce.com/learn-about/our-mission/
Air Force Doctrine Document 1-1. (2011). Leadership and Force Development (Joint Publication 0-2, Unified Action Armed Forces (UNAAF)). Washington, DC: U.S. Government Printing Office
Carkenord, B.A. (2009). Seven Steps to Mastering Business Analysis. Fort Lauderdale, Florida: J. Ross Publishing
Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2014). Organizational Behavior and Management. New York, NY: McGraw-Hill Irwin
United States Air Force. (1997). United States Air Force Core Values. U.S. Department of the Air Force. Government Printing Office
MNGT 5650 (2014). Management and Strategy. Webster University St. Louis, MD.