Tinker Air Force Base Case Study

The Naval Aviation Command Logistics Information Management Information System (NALCOMIS) Optimized Organizational Maintenance Activity (OOMA) is the Navy and Marine Corps’ primary aviation maintenance documentation system. Introduced to the fleet in 2007 by the Space and Naval Warfare Systems Command (SPAWARSYSCOM), it provided significant capability improvements such as the creation of the Auto Log-Sets, thus allowing the Naval Aviation Enterprise to track the repair history, Technical Directives, etc... for individual repairable components throughout its life. The developers failed to ensure integrity of the Automated Log Set by not limiting the amount of times a component with the same part and serial number could be created.

Analysis of the organizational culture, an evaluation of the strengths or weaknesses of the culture:

Internally, organizational culture, a set of important assumptions that members of an organization share in common, should be established to provide meaning, direction, and a basis for action (Pearce & Robinson, 2004). The organization would benefit if leaders promote and identify key themes and dominant values within the organization to reinforce competitive advantage they seek to maintain and build (Pearce & Robinson, 2004).

“Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

A strong culture is important to today’s organizations in a fast pace environment affected by a diverse internal workforce (Baker, 2002 p. 4). Schein (as cited in Baker, 2002) defined organizational culture as an arrangement of shared beliefs that the group learned through problem solving, and adapting to internal and external environments (p.4). Culture is not only a means of bettering internal coordination, but is important in facilitating environmental adaptation (Baker, 2002 p. 4).

The United States Army utilizes a logistics system for aviation known as Unit Level Logistics System-Aviation (Enhanced). This logistics system is used in Army aviation for a multitude of highly important practices and processes required to keep Army aircraft flying. The United States Army depends on this logistical system both home and abroad to remain the most combat ready and advanced warfighter in the world. An important aspect of the technologically advanced logistics system is the ability to interface with all other Army logistic systems and advanced aircraft. Other Army logistic systems will be discussed in this research paper to show how all the different logistic systems work together. Army aviators, aircraft crewmembers, managers,

Organizational culture could almost be considered the roots of a company. The way a company’s employees think, the way the customers feel, and the company’s decisions are made are all based around the culture that the company has laid for itself. An employee’s values, thoughts, and actions should reflect those stated in the company’s mission. Southwest Airlines and American Airlines, while both attempting to create a culture that is comfortable and pleasing to their

Organizational culture is a term widely used but one that seems to give rise to a degree of ambiguity in terms of assessing its effectiveness on change variables at a work place or in an Organization. Organizational culture at any organization is defined as “ A system of shared meaning held

Organizational culture describes how things get done in an organization – in terms of the values, behaviors and assumptions which dictate the way people approach their work. Organizational culture is deeply embedded and is distinct from climate. Culture affects performance, profit and even survival. We use the Human Synergistic Organizational Culture Inventory, which incorporates the Circumflex model, to measure organizational culture.

Study in organizational culture began in the early 1980s. Organizational culture is “work group culture” and involves organization’s personality. Organizational culture includes shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values (Fred Lunenburg, Allan Ornstein, 2012, p. 55). Most organizational cultures include observed behavioral regularities, norms, dominant values, philosophy, rules, and feelings. Organizational cultures includes certain input such as the energy imported by organizations from the environment in the form of information, people, and materials (Fred Lunenburg, Allan Ornstein, 2012, p. 55). This input energy must guide organizational behavior toward shared goals and process. Organizations produce an output because of the input into the

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

A strong organizational culture provides both the company and its employees with direction and stability. The culture within an organization can be powerful enough to effect employee attitude and behavior as well as performance and turnover ratio. According to many scientific studies, there are seven primary characteristics used to define the culture of an organization: innovation and risk taking, outcome orientation, people orientation, team orientation, aggressiveness and stability.

Edgar Schein is a respected expert on organizational culture and leadership. He has written numerous books including “Organizational Culture and Leadership” (Schein, 2010). This specific publication outlines a structure for rapidly assessing the culture of an organization. The second method is administering the “Organizational Culture Inventory (OCI), a statistically normed and validated survey used for organizational consulting and change purposes” (Balthazard, Cooke, & Potter, 2006, p. 712).

A1. The question above is answered as HR manager of king’s and queen and Mt Taranaki, resort with help of journal articles and self-experience, to build organizational culture for the staff of both hotels. Organizational culture is regarded as a company’s values, beliefs, customs and practices. It can further be defined as the culture of any organization focuses on integrating and implementing its processes effectively throughout all its functions. Organizational culture includes an organization 's expectations, experiences, philosophy, and values which hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations of service provided by organization’s to it customer.

An organisation`s major internal environmental factor is the organisation`s culture (Davey 2010, p. 34). An organisation`s culture is made up of the shared values, principles, traditions and ways of doing things that influence the way the members in an organisation act (Robbins et al. 2008, p. 94). Researchers found seven dimensions (Innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness and stability) that together constitute the organisations culture and in many companies one of those dimensions are more prevalent than others and shape the organisations culture (Robbins et al. 2008, p. 94).The original source of an organisation´s culture usually reflects the vision of its founders and shows their focus (Robbins et al. 2008, p. 97).