Afmc Admin Afmc Case Study: Research Proposal

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These recommendations give way to the action intervention as it is described in Part B of the case study. Here, the bureaucratic conflicts which Babbitt identified would be addressed by a multipart strategy that does not follow the recommendations produced by this account. Indeed, entering into the intervention, Babbitt pointedly eschewed his own observations by determining to bypass reorganization in favor of simply expanding the roles of those already in central leadership positions. The Intervention segment of the case study remarks that "In doing so, he described these office-holders as having responsibility for specific business areas.i The business areas included supply, maintenance, scientific and technological research, testing and evaluation, product support, and installations and support." (CTR1, 1)

This is an important point to remember as much of the case study in the intervention section concerns the relative success Babbitt would experience in pursuing his immediate agenda of altering the broader culture at AFMC. Instituting a rhetoric centered on cost-based resource use rather than budget-based resource use, Babbitt would take the aggressive stance that different units of the operation and the newly appointed Chief Operating Officers to whom they were beholden would now no longer manage budgets. Instead, they would define resource-based costs and work within the scope of these projections. And this would be further underscored the impetus for all COOs to pursue clear reductions in base-line cost. Babbitt was particularly praised by his superiors in the Air Force and the Department of Defense for creating this impetus and voluntarily ceded some level of AFMC budgetary authority to the Air Force.

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The assessment available to use though only reaches the 6-month point, at which juncture success is reported in changing the terminology and cultural perspective regarding budget vs. cost management. However, at this juncture, Babbitt appears still to be grappling with resistance to cultural change by his closes support in the newly expanded roles of the COOs. Uncomfortable with the implications of defining costs, imposed upon with archetypal roles not previously modeled by the military corporate structure and explicitly offered no avenue for conflict management, the core group of leaders represents a challenge to Babbitt's plans which is centered on his unwillingness to promote reorganization.

Particularly, the recommendation is reiterated following the intervention that evaluation must be conducted at this 1 year juncture in order to determine the level of cultural resistance still present in his new leadership core. Where this remains the case, it may be time for due consideration of a new leadership department primarily responsible for reporting to Babbitt, thus allowing those newly promoting commanders to return to more conventional military corporate roles.

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