Implementation of Organizational Change in the Air Force: A Case Study.

摘要

The ever changing defense environment requires Department of Defense organizations to change and evolve with the mission requirements, while incurring decreased funding and manpower allocations. This research is a study of the total quality management initiatives implemented by the Logistics Operation Center (LOC) and Material Management (MM) organizations within the Headquarters, Air Force Logistics Command. In particular, it addresses the planning tactics employed by LOC and MM when implementing major changes to the organizational structure, hierarchy, and specific areas of organizational responsibility to facilitate total quality management. Currently, a lack of concise mission goals, objective performance evaluation tools, and organizational cohesiveness plague the most recent restructuring of both LOC and MM. Research finding indicate the need to clearly responsibilities, in addition to involving effected personnel in the change process. The value of this study stems from an ongoing research effort at the Air Force Institute of Technology. Recommendations for future research projects include: (1) an investigation of factors that create employee and/or management resistance to change; (2) an inspection of why employees respond differently to given management implementation tactics; and, (3) an investigation of specific employee motivational factors within the Air Force organization. Keywords: Productivity, Quality assurance, Feedback, Control, Innovation, Theses.