Organizational Conflict And Politics In The United States Air Forces

The question is asked what are the strategic implications associated with organizational behavior within the military. Strategic implication is defined as a conclusion of a carefully designed or planned activity or program to serve a particular purpose or

In 2013, a West Point survey found that American “civilians born between 1980 and 2000 want no part of military life and want it separate from civilian life”. According to Lieutenant Colonel Remi H. Hajjar, a professor of behavioral sciences and leadership at the United States Military Academy, “most Americans consider our military to be like a guard dog. It offers them protection, but they’d rather not have it as a neighbor.” The question to ask is why? Why is it that Americans choose not to connect to their military if they seek their protection? This discourse poses three significant challenges: incompatibility in the workplace, lack of shared understanding, and

Observers do not need to look far for the signs of a military-industrial complex that has become too powerful and involved in politics. The Army has repeatedly attempted to halt the production and spending on new tanks. The Air Force has spent almost $400 billion on the F-35 Joint Strike Fighter program, nearly double the initial estimate. If the relationship between civilian and military leaders is to be mended, leadership decisions must not be influenced by the military-industrial

Conflict is an inevitable whenever people - whether close friends, family members, co-workers or romantic partners – disagree about their perceptions, desires, ideas or values. Regardless of the substance of the disagreement, conflict arouses strong feelings. The population 's tolerance for reinterpretation of institutional values, beliefs, norms and ethics rose significantly due to significant changes in American social norms in the 20th Century. This tolerance, in conjunction with a transition to the primacy of personal rights over institutional needs has resulted in a society where the good of the many has become subordinated to the good of a few. It has been said that if society as a whole were more like the military in this regard,

At Wright-Patterson Air Force Base other pallbearers carried him off the aft ramp of the plane. With the greatest respect and dignity, they placed Shogun, in the hearse for the three-hour trip home.

During the mid-to-end of the 1990s, during my career in the US Army, we had a reduction in force (RIF) that was conducted very poorly. The perceived best interests (Washington politics) for the organization and centralized decisions were implemented without regard for the work units spread across the globe. There

The Civil Air Patrol is a non profit organization established by congress give civilians from the age of twelve and above an auxiliary to the United States Air Force. The CAP is a volunteer run program with people from all types of aviation background. They also have non-auxiliary programs for people who are a part of a private aviation agency or the American Red Cross. While the CAP has many aircrafts and flight programs, they do not give the student their pilot’s license.

MBE-A would seem less useful in an office environment where the stakes are not nearly as high and human life is not routinely at risk. The United States Department of the Air Force actually teaches FRLD to Non-Commissioned Officers as they prepare for greater leadership responsibilities. In the Air Force Professional Development Guide they teach the following when on the topic.

Civilians remain firmly in control because the military has opportunities to exert informal influence at various points in formal political processes. Contrary to notions of objective control, military leaders maintain a professional ethos that respects the civil-military relationship, since jeopardizing it would likely result in a loss of trust and influence. Informal political processes enable the military to adapt to evolving internal and external contexts. These processes facilitate de facto negotiation with civilian leaders over evolving ideas of professional requirements within existing norms of civil-military relations. Though unintended, this is a positive trait that supports healthy civil-military relations in the United

The word politics is taken in a negative sense in most of the situations. Despite of this widely held belief, politics can be found everywhere right from home to the organization or the country level. Politics exists in every place where there are more than one person seeking same resources which are limited. Intentionally or unintentionally, everybody plays politics in one or the other way to serve their purpose and it proves to be helpful for someone while considered as “dirty” by others who are not benefitted by it. But probably it cannot be avoided as the politics comes in various forms and is present in every field of work in one or the other form. However, we are here to discuss about the politics present in the organizations in

1. The typical U.S. employee works in an establishment with about 600 full-time and 72 part-time workers. It is also true that the median numbers for full- and part-time workers are 50 and 2. Explain this apparent paradox.

If you have to choose one individual in the case study as most responsible for the termination of LAMP-H project, whom would you choose and why?

Organizational politics refers to behaviors “that occur on an informal basis within an organization and involve intentional acts of influence that are designed to protect or enhance individuals’ professional careers when conflicting courses of action are possible” (Drory, 1993; Porter, Allen, & Angle, 1981). Organizational politics is an elusive type of power relations in the workplace. It represents a unique domain of interpersonal relations, characterized by the direct or indirect (active or passive) engagement of people in influence tactics and power struggles. These activities are frequently aimed at securing or maximizing personal interests or, alternatively, avoiding negative outcomes within the organization

Organizations irrespective of their structure, design, hierarchies and outlook have one thing in common, the interplay of dynamics of different natured individuals who constitute them, say Porfeli and Vondracek (2001). This statement reflects three keen interest areas – firstly that individual employees who make an organization are natured differently and have varied interests, goals and personal ambitions. Secondly there is an interplay of these individuals’ intents and goals with those of the others and thirdly and importantly that this interplay translates into a dynamic organizational culture and politics. Politics is power in action cite Culbert and McDonough (1985). There can be no politics without power whether

Reduction of the Potential for Conflict Between Intra-Organizational Elements Such as Negotiators and Tactical Operators