New leadership would be effective in communicating any upcoming changes and techniques to the employees and giving them thee direction that they need and deserve. A new top leader can start out with small changes so that the teams are not completely shocked with the cultural changes and the changes to strategic practices in the Honor Guard Program. As Benjamin and Wong (2011) stated in their article Continuous Organizational Development “a major aim of organizational learning is changing an
AIR FORCE BASE HONOR GUARD: AN O.D. INTERVENTION 6 organization's culture, routines, procedures, processes and systems.” (pg. 381) This is where Management by Objective can thrive in the Honor Guard. Management by Objective (MBO) is “a system of management set up to help in planning, organizing, problem-solving, motivating, and other important managerial activities” (Brown, 2011, pg. 324). MBO can help the Honor Guard meet goals, objectives and establish problem- solving techniques when problems arise at the last minute. Many times in the Honor Guard the Ceremonial Guardsmen have to make a decision at a funeral within seconds. That though process has to be taught so that the right decisions can be made. Training and education is imperative. This can be done with intrusive leadership and proper use of MBO. Leadership is unique in the Honor Guard. It is not an everyday leadership job in the military. Daniel Palmer (2009) stated, “Leadership, at its core, essentially involves influencing others to act in light of a vision of how best to achieve a shared mission” (pg. 527). MBO in the Honor Guard creates a better structure of how MFH are being done and the process before and after the event. With the new learning organization that the Honor Guard has developed they will be building a bigger and better team. The learning organization is a system-wide change program that emphasizes the reduction of organizational layers and the involvement of all employees in continuous self-directed learning that will lead toward positive change and growth in the individual, team, and organization (Brown, 2011, pg. 375). The Honor Guard faces a different event for every detail they do. Not one is the same. The atmosphere is different on each one as well. Situations change, weather changes, family member change their minds, or strategic methods fail at each event. . “Ethical leadership does not imply that a given leadership approach
AIR FORCE BASE HONOR GUARD: AN O.D. INTERVENTION 7 is reflecting only one” (Dion, 2012, pg. 4). The Honor Guard learns from each event. Either it is a funeral or civic event, the Honor Guard acts as a learning organization. While attending MFH the honor Guard has to make the spit second decision on the who, what and where of what is legal to do or not to do. They object is not to disappoint the family or the United States Air Force. Know the job and understanding the factual needs of the team is imperative. Having that top leadership to guide and mentor the young employees will better the organization.
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- Spring '17
- Management, United States Air Force, Honor Guard, Air Force Base Honor Guard