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Date Submitted: 03/24/2011 11:01 AM
Coaching and Performance Analysis
TUI UNIVERSITY
Richard Pasamante
Module 2 Case
MGT 509: Human Resource Mgmt.
Dr. Pamela Lassiter
14 March 2011
Introduction
I have been a member of the United States Air Force for the last 29 years. Myself and a United States Air Force Captain, whom is the focus of my analysis, are currently in charge of an Aircraft Maintenance Unit (AMU) comprised of 150 aircraft maintenance personnel from different enlisted ranks and backgrounds. I hold the rank of Chief Master Sergeant which is the highest enlisted rank in the Air Force. The Captain has been in the Air Force for about 5 years and by title he is the Officer in Charge. Us enlisted are sworn to follow all orders given by our Commissioned Officers and we are subject to judicial punishment to include incarceration if we disobey them. With that being said, as the Chief of the AMU I am the most experienced Air Force member not just in the AMU but in the squadron so to make critical decisions that affect most of the airmen without consulting with me to get my input could be devastating to our Air Force mission. This is the performance problem that needs to be addressed and it includes the Captain consistently making major decisions without consulting me. We are both leaders of the AMU and from my past experience of many years when leaders of an organization are not making decisions together the organization suffers and is prone to failure. I have provided the Captain a few hints and comments about his sole decision making and was hoping he would change but I can see now we are both going to have to sit down and talk about the required management and leadership guidelines of the AMU. Basically defining the “dos’ and “don’ts” pertaining to our position as leaders.
What is the specific problem? As mentioned in the introduction the specific problem is that the Captain is making major leadership decisions affecting the personnel or aircraft of the AMU without...