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well as many of the base organizations experienced changeover. Due to the mass influx of new leadership styles and attitudes, the PDF has experienced a lack of attention which diminishes the 6
continuity it needs to run efficiently. The culture of the PDF changed and reflects a state of flux from the PDF receiving a lack of support from the new leadership. Emphasis to get the culture back to a state of constant learning must be accomplished with all base PDF representatives. The organization development to take place will complement the new Air Force readiness vision, which is to “Keep Ready, The Best Air Force in the World.”The new goal of the Installation Personnel Readiness office with regard to training is to improve the current program so that it “embraces a culture of lifelong learning”, enabling all specialists to continually acquire and share knowledge with all current team members and all new individuals (Henderson, 2011). This learning strategy to never stop improving will enable IPR and the PDF to obtain the following goals:Maintain the most awarded deployment processing program in Air Mobility Command Create an atmosphere that emphasizes continuous learningAdherence to Air Force and Air Mobility Command regulations and standardsBalance of work and fun on the job, which fosters an environment of commitment, camaraderie, and excellence in accomplishing the Commander’s visionContinue to be the benchmark of which all other Air Mobility Command PDFs are measuredIPR will accomplish the above goals through creating a new training strategy that motivates and inspires the PDF representatives to acknowledge the need to keep focus on the readiness vision, and maintain compliance with Air Force standards. The IPR plans on altering the training 7
program by: 1) Conducting a needs assessment, 2) assuring readiness of PDF members, 3) fostering a better learning culture, 4) ensure the transfer of training, 5) create a development and evaluation plan, 6) select a training method, and 7) monitor and evaluate the program (Noe, 2013). Impact of Organization’s CultureThe current culture creates a climate of unsurity. Most of the PDF members, according toMr. Davis, “received representative training on the fly, while their predessesors out-processed their organizations and have not received follow-up training to ensure they complete tasks properly.” Since most members did not receive all the proper training, they perform their PDF job requirements with little confidence, and it spreads over to the customer…the deploying member. The culture, therefore, is made up of the 6 areas that follow. 1) member identity - all members are experts in the personnel field and have a lot of experience dealing with the deployment process. Additionally, they all have exceptional knowledge of Air Force, Command, base, and organizational goals and policies 2) Team emphasis - Each individual understands his or her role as part of the deployment line team and has strong communications skills in order to