...Key Air Force Leadership Message Briefing INTRODUCTION Attention: How many of you every time you use the restroom you remember to cut off the light? Purpose/Motivation: I’m standing her to brief you about Energy Awareness in the Air force not just cutting off the lights when you leave a room but a Multidimensional approach to energy efficiency Overview: I’ll cover our main mission which is to fly, fight and win in the air, space and cyberspace, our Air Force Facilities, and the overall culture change Transition: The Air Force doesn’t just care about energy for energy’s sake we care about how it affects the mission of the air force BODY MP1 Fly, Fight and Win * Aviation Fuel and Facilities cost us about 9 billion per year * Through Programs like AFSO 21 1. “token offload fuel” 1000 pounds to 100 pounds Transition: Just fixing are fuel issues aren’t just it are energy cost as a whole is the highest in the DOD MP2: Air Force Facilities * Wind energy of Cape Cod * Solar Energy * Smart facilities * Are views as af Transition: I never in my wildest dreams thought energy efficiency was so important and how it effects each and every one of us CONCLUSTION Summary: I talked to you about the potential of Energy Awareness how we plan to implement fixes for fuel and facilities and how opinions are important Re-Motivation: we must continue to find ways to save money because we are a smaller AF, Reducing demand, Increasing...
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...When a Mishap Occurs Keith A. Williams 110414 In the Air Force, mishaps occur regularly. This is unfortunate but, inevitable when you have a workforce of over 300,000 military members and 170,000 civilian personnel. Any mishap could create a crisis situation but, the severity of that mishap determines not only the response but the investigation to prevent recurrence. Categorically, mishaps are broken down by discipline, class and duty status. The disciplines are labeled as: Ground, Flight, Space and Weapons. Ground would be a mishap which occurred; you got it, on the ground. A car accident, a trip and fall at home (as military personnel are accounted for 24 hours a day) or a sprained back while lifting a box at work would all be considered ground mishaps. Flight mishaps are those that deal with aircraft. Aircraft are defined as manned as well as unmanned, such as Remote Piloted Aircraft (RPA) or as the media calls them drones. Space mishaps deal with space flight such as rockets and satellites. Weapons mishaps are those that occur when an explosive device, such as a grenade, missile or bomb incident occurs. All of these categories are then broken down by class from A-D. A Class A being the worse, whereas there is a loss of life or property damage over $2,000,000. A Class B mishap is one where there is a loss of a limb (leg or arm) or function of an eye(s) or property damage less than $2,000,000 but more than $500,000. A Class C mishap is when there are only lost workdays...
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...for Boosting Mediocre Morale Judging from my three years in the military, morale can either be the key to success in a unit, or the reason for failure. I have not been in a deployed environment yet in my career, so I am strictly speaking from a state side perspective. My home duty station, F.E Warren Air Force Base in Cheyenne, Wyoming, isn’t one of the most sought after bases in the Air Force by any stretch. In fact, the people that actually do want to come here are met with a dumbfounded look and the question, “Why?” Most of the individuals that request to be stationed here are usually natives of the area and want to be close to family. Personally, I don’t mind it. I have found several new hobbies since calling Wyoming home. However, the majority of my co-workers despise the base and the area. Now let me give you a little background on my job. I am a member of the 90th Security Forces Squadron, we are the military police for the base. Our duties include, base law enforcement, Weapon Storage Area security, and gate guard duties. Now you see, here in Wyoming the winters can be somewhat harsh. The temperature regularly drops into the single digits and into the negatives with the wind-chill. We don’t regularly get weekends or holidays off, on occasion our days off may happen to be on a weekend or holiday, but it is rare. We do not consider ourselves part of the “Regular” Air Force due to the fact that all other career fields get to work indoors and always have weekends and holidays...
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...and Verbal) • Strong Organizational and Prioritization Skills • Ability to Multi-Task • Preparation of Reports and Presentations • Basic Project Management Skills • Attention to Detail • Excellent Problem Solving Technical Skills • MS Office XP and Outlook Express • Average User of Word, and Excel • Internet Navigation and Research • Type 65+ WPM • Proficient with MIDB, QueryTree, Google Earth, Analyst Notebook, Palentir, ArcGIS, Intelink, M3, FireTruck, and mIRC • Work History and Responsibilities Oct 2010 to Present United States Air Force Wright Patterson AFB, Ohio Operational Intelligence Analyst Global Threat Group • Responsible for documenting and tracking various AF reports; managing multi-system databases, lead training expert on several systems and database programs, as well as liaison to all upper ranking personnel Apr 2011 through May 2011 United States Air Force Balad AB, IZ All-Source...
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...AU/SCHOOL/059/2001-04 AIR COMMAND AND STAFF COLLEGE AIR UNIVERSITY SQUADRON COMMAND: THE FIRST 90 DAYS by Eric N. Hummer, Major, USAF A Research Report Submitted to the Faculty In Partial Fulfillment of the Graduation Requirements Advisor: LTC Phil Chansler Maxwell Air Force Base, Alabama April 2001 Distribution A: Approved for public release; distribution is unlimited Report Documentation Page Report Date 01APR2001 Report Type N/A Dates Covered (from... to) Contract Number Grant Number Program Element Number Author(s) Hummer, Eric N. Project Number Task Number Work Unit Number Performing Organization Name(s) and Address(es) Air Command and Staff College Air University Maxwell AFB, AL Sponsoring/Monitoring Agency Name(s) and Address(es) Distribution/Availability Statement Approved for public release, distribution unlimited Supplementary Notes Abstract Subject Terms Report Classification unclassified Classification of Abstract unclassified Number of Pages 53 Classification of this page unclassified Limitation of Abstract UU Performing Organization Report Number Title and Subtitle Squadron Command: The First 90 Days Sponsor/Monitor’s Acronym(s) Sponsor/Monitor’s Report Number(s) Disclaimer The views expressed in this academic research paper are those of the author and do not reflect the official policy or position of the US government or the Department of Defense. In accordance with Air Force Instruction 51-303, it is not copyrighted...
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...DEPARTMENT OF THE AIR FORCE Thomas N. Barnes Center for Enlisted Education (AETC) Maxwell AFB, AL 36118 NONCOMMISSIONED OFFICER ACADEMY STUDENT GUIDE PART I COVER SHEET LESSON TITLE: CF01, SUCCESSFUL LEARNING TIME: 4 Hours METHOD: Informal Lecture, Guided Discussion LESSON REFERENCES: 1 Apr 12 Air Force Manual (AFMAN) 36-2236. Guidebook for Air Force Instructors, 12 November 2003. Bloom, Benjamin S., Max D. Englehart, Edward J. Furst, Walker H. Hill, and David R. Krathwohl. The Taxonomy of Educational Objectives, The Classification of Educational Goals, Handbook I: Cognitive Domain. New York: McKay, 1956. Halpern, Diane F. Thought and Knowledge: An Introduction to Critical Thinking. New Jersey: Lawrence Erlbaum Associates, 1996. Hopson, Barrie, and Mike Scally. Time Management: Conquering the Clock. California: Pfeiffer & Company, 1993. Krathwohl, David R., Benjamin S. Bloom, and Bertram B. Masia. Taxonomy of Educational Objectives, The Classification of Educational Goals, Handbook II: Affective Domain. New York: McKay, 1964. Mayer, Jeffrey J. If You Haven’t Got The Time To Do It Right, When Will You Find The Time To Do It Over? New York: Fireside/Simon & Schuster, 1990. Mayer, Jeffrey J. Time Management for Dummies. California: IDG Books, 1995. McGee-Cooper, Ann and Duane Trammel. Time Management for Unmanageable People. New York: Bantam Books, 1994. University of Northwestern Ohio, Virtual College. Learning Styles Evaluation, 14 December 2000. STUDENT PREPARATION: Read...
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...Description of marketing strategies applied by Nike Air Force 4.1 Challenges Forcing Nike to Focus More on Marketing Sportswear is defined primarily as apparel and footwear made for sports participation, though is now also includes casual clothes worn by people for daily activities (E. Ko, C. R. Taylor, et al., 2012). The sportswear market is one of the most price-competitive markets throughout the globe. Within the UK, items of sportswear are purchased by almost 90% of people under 35 years of age, and by 76% of the population as a whole (Mintel forecasts, 2006). The international sportswear market is worth nearly 41.5 billion US dollars at the wholesale level, with Nike, Adidas, as well Reebok comprising some 14% of this market (Jeroen, 2004) and more details are shown in Figure 1. International Athletic sportswear market: Share by brand in Millions of US dollars (Source: Sporting good intelligence, 2003) 4.1.1 Overview of sportswear industry through Porter’s Five Forces analysis Before the study regarding the marketing strategy of Nike Air Force, it is important to have a clear view of sportswear industry as a whole. Based on Porter's Five Forces model, the general characteristics of the industry can be described in the figure as follow. Based on the analysis, it can be concluded that the sportswear industry as a whole can be characterized as competitive and easy for new entrants. Such truth has raised challenges for existed companies, such as Nike. In addition to...
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...a) The rise of fascist which started in Europe and Russia was a way to the path to world war two. The fascists begun to be in power in Italy under the leadership of Benito Mussolini. He did promised to create a well-organized, and militaristic state that will promoted nationalist pride. When he becoming a prime minister in 1922, he built a strong staff around him, stopped criticism of the government, and did used violence against opponents in parliament. Adolf Hitler took the strategy of Mussolini’s to rise in power. Hitler was so angered and frustrated about the surrendering of Germany in World War. Hitler’s rise was assisted by the world’s depression, which was much worse in Germany due to the treaty of Versailles. Hitler became more popular because he was able to end the depression in Germany. He did this by ensuring that massive public projects, like road, and by using more government money on the military production of tanks, airplanes, and other goods. Productivity increased with unemployment decreased, and this helped to solve the economic crises. b) The British Government, wanted to help the Germans recover from it suffering so the slump was introduced. The slump came in...
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...Motivation and Leadership in the Workplace Chasity Roush PSYCH/570 September 1, 2014 Instructor: Michelle Seyfarth Motivating and Leading the Impossible Motivation and leadership skills are fundamental aspects in achieving organizational goals. Organizations that motivate and lead are more likely to employ individuals who understand the values and vision of the organization. Latham and Ernst (2006) suggest that motivation affects personal choices, effort provided in the workforce, and how persistent employees are to provide outstanding work efforts. Applying proper motivational theories to employee’s, results in great leadership. Retention and productivity in organizations prosper when employees are loyal and dedicated. Loyalty and dedication is formed through the proper application of motivational and leadership theories and improve customer service as well as employee relations. Leaders must be aware of employee strengths and weaknesses and must inspire their employees to achieve great things. Great leaders, while powerful and influential, should possess skills to gauge each employee and what motivates them. Leadership theories, like motivational theories, may differ per employee. Understanding a variety of wants and needs in the workforce will enable a great leader to motivate each person for the common goal; organizational success. Although leaders exert a certain level of power with the organization they must ensure...
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...Keywords Empowerment, Language, Leadership, Organizational change, Resistance, Teamwork Abstract Resistance to change is a centerpiece in the traditional change agenda. The author argues that resistance to change is not a basic part of our make-up and he uses the example of his grandfather’s l ife to provide examples of the many dramatic changes that have successfully impacted on people’s l ives during the twentieth centur y. The author outl ines the leadership inadequacies that result in change initiatives being rejected. Central to these leadership problems are a lack of vision, l imited integ r ity, lack of coura ge, inappropr iate langua ge, l imited understanding of true empowerment, and only a passing commitment to leadership as service. The argument concludes that while many modern leaders have been trained in the what and the how of change, the real problem lies in the fact that the why and the who gains remains largely mute. William (Bill) Burdett was born in 1896 in a small village in Northamptonshire, England. Like many of his generation, he fought in, what has been referred to ever since as, The Great War. Indeed, well in to his 80s, he could describe with vivid detail the Battle of Jutland and the scuttling of the German fleet at Scapa Flow – events that came alive as he described, not what the history books said, but what he personally witnessed. And though he was not blessed with an unusual level of talent, or even with an extra stroke of luck, this simple...
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...Community Collaboration Participant Identification on Osan Air Base, South Korea INTRODUCTION Transforming the way the community at Osan Air Base, Korea, views its use of energy—including creating policies to promote recyclable and renewable energy is critical to promoting sustainment, saving money and preserving our community resources. The goal of this project is to develop sustained changed towards behavior and attitudes of current energy consumers at Osan AB. Research indicates in order to achieve sustained behavior change the organization must be educated and properly motivated to be willing to change their convenient patterns of behavior. By targeting collaborative groups for imparting knowledge in this field, the future consumers and decision makers can be prepared to play a meaningful role in energy conservation through their better habits and behavior. Currently the Republic of Korean government pays 41% of the US operating costs in Korea. This Host Nation Support assist with utilities, cost of land, and the overall cost of doing business in a foreign country for approximately 8000 active duty, civilian and dependent personnel assigned to Osan AB (usfk.mil, 2012). U.S. military bases in Korea are experiencing exponential growth as more families are moving to the Korean in an effort to normalize tours to improve readiness, increase continuity by keeping troops in place longer and reduce lengthy family separations. As the standards of living increase so...
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...Effective Leadership Juan Maldonado COM 425 Prof. Derek Day 11 Apr 2011 Effective leadership is one key element in the success of a group and virtually anyone can learn to be an effective leader. Leaders are made, not born. In my current career in the Air force I have experienced several different types of leaders. Some were effective while other needed improvement. Not everyone is a leader. In an organization you have several different types of leaders. This will be based on their actions. The several types of leaders are as follows: The telling leader, the selling leader, the participating leader, and the delegating leader. Lets look at the first one the telling leader. The telling leader can be compared to a micro-manager. This leader "tells" what to do and doesn't worry too much about the feelings or relationships within the group. Basically he will tell you how it will be done and that is it. This is appropriate where members are new, inexperienced, lacking in confidence or need a lot of help and direction in order to get the job done. When you have a lot of member s that have no direction at all in the organization. But this leader can also be harmful since he doesn’t care about feelings or feedback. Now to look at the difference between the telling and the selling leader, lets look at the selling leader. The selling leader is different from the telling leader, this leader often needs to "sell" or persuade the group to "buy into" a job...
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...know what end they are to reach, not only presently, but also at the war’s end when developing offensive or defensive strategy. A strategic pathway incorporates preplanning all engagements to achieve the overall objective. The initial exit plan may change as battle campaigns progress. Social and political pressures may build, calling for amendments; these factors may drive changes to the exit plan. If the strategy is changed too frequently the objective will not be reached, major concessions made be made to all or some of the key players, leading to prolonged efforts, costs, and political unrest. The United States loses advantage in military conflicts when a 360 degree strategy does not exist. Political, strategic, operational and tactical powers without an exit strategy included as part of the contingency campaign historically prolongs warfare, loss of major concessions or objectives. This domestic political context pressured the United States leadership to alter its exit strategy and begin pulling out troops, ending in complete...
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...OPSEC in Warfare and Terrorism “The enemy aggressively "reads" our open source and continues to exploit such information for use against our forces. Some soldiers continue to post sensitive information to internet websites and blogs, e.g., photos depicting weapon system vulnerabilities and tactics, techniques, and procedures. Such OPSEC violations needlessly place lives at risk and degrade the effectiveness of our operations.” Peter Schoomaker (1). Operations Security (OPSEC), while a relatively recent term, is an operations enabler that has been practiced in varying degrees throughout history. This document will explore the history of OPSEC as it’s known today, discuss the process and its role in disrupting the capabilities of adversarial forces using multiple collection and planning models and examine the rapidly advancing technical capabilities of threat vectors. OPSEC as a concept was developed during the Vietnam War under the command of Admiral Ulyssess Sharp. The mission of the newly-established “Purple Dragon” team was to determine how the enemy was able to gather information on military operations (2). The team was able to understand the need to alter tactics and procedures to reduce an adversary's ability to make educated predictions based on the knowledge of routines (3). Post-war OPSEC was formally established as a national program when President Ronald Regan signed the National Security Decision Directive Number...
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...low-fares airline Table of Contents Q1. Why ha s Ryanair been successful thus far? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Q2. Is Ryanair's strategy sustainable? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Q3. Would you recommend any changes to Ryanair's approach? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Q4. Should Ryanair continue to pursue the Aer Lingus bid? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Q5. Evaluate the strategic leadership of Michael O'Leary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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