Military Organizational Structure Paper

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I work in a very complex organization that has many moving parts. The military glorifies its rank structure, I have people work for me with the rank of Airmen Basic and I work for a Major who works for a Colonel. But everyone of us belongs to the United States Air Force and we all have the mission of ensuring safe, and reliable aircraft to support the war effort. Our military is organized in those specific rank structures to successfully execute this. Through this structure it is important that the top of the chain’s vision is passed to the bottom and that bottom person needs feedback on their performance.
Keywords: Structure, Chain of command, performance, feedback, evaluations
Organizational Structure Robbins and Judge state that …show more content…
The text touches on six key elements of an organizational structure: “work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization” (Robbins & Judge, 2009). This is very apparent in my job with an enlisted force structure and officer structure. We task the Airmen to be the “worker-bees,” a Noncommissioned Officer (NCO), the Sergeant levels are supervisors and are supposed to mentor and gold the Airmen accountable, the Senior Noncommissioned Officers are meant to be the managers and they are supposed to hold the Sergeants accountable create a productive climate and mentor the Company Grade Officers (CGO). The Officers consist of the CGO, the flight level leaders who manage the flight along with the Flight Chief and also drive the commander’s vision. The Field Grade Level is the commanders, and the Flag grade are the Generals they make the policies. This chain of command is a very organized climate, and it allows managers and leaders to pinpoint the problems in their organization without difficulty, but it is also challenging to communicate from the highest level to the lowest level. Robbins and Judge highlight that the authority in my …show more content…
How else can we expect them to constantly strive for improve; or if their performance is lacking they may assume it is up to the standard. The text states that for many managers few activities are more unpleasant than providing feedback and that managers are uncomfortable giving feedback; but I disagree (Robbins & Judge, 2009). I absolutely love feedback, as I stated it sets expectations. Not only are the expectations set but it is a chance to praise your subordinates that excel at their job. In the military we have what is called the sandwich feedback system. If it is negative, start out with what they did wrong and your expectations; that is the bun. Then the meat is something they are doing well and that you are pleased. Then for the second bun you reengage the negative and as I say add some cheese for flavor, the flavor is coming up with a solution corrective action. And of course for the superstars the buns are the excellence and the meat is an area they still can improve in. The text states that many employees become defensive when their weaknesses are brought up, but that is why I utilize the sandwich method so that they also know a strength , they are not being put down the entire time, and we have a solution that I motivate and inspire the employee to turn the weakness into a strength. I cannot give thorough and honest feedback unless myself or trusted
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