The Unites States Air Force is one of the nation’s largest organizations. It employs a divisional organization under one command which is composed of three mid-level management recruiting groups and 24 front-line recruiting squadrons employing more than 1,500 personnel to promote its mission: “… to recruit quality airmen from a cross-section of America responsive to the ever-changing needs of the Air Force” (U.S. Air Force, 2008).
This paper discusses several aspects of the organization of Air Force Recruiting Service to include human resources and technology. How Recruiting Service uses a divisional organizational structure to align its work force will also be brought forth.
To begin, the necessity of dividing Recruiting Service into divisions is primarily because of the mission and size of the organization. With each division sharing a common mission, but being responsible for carrying it out in different geographical regions it only made sense to divide the organization into separate divisions that carry out the same basic functions. The primary advantage of this type of organization is the ability to focus on customer needs and provide faster, better service (Bateman & Snell, 2009).
If there was not a divisional separation, the flatness of the hierarchy of management would lead to an overwhelming number of subordinates supervised by each level of management. Under its current organization Headquarters Recruiting Service is responsible for the direct management of three mid-level organizations known as recruiting groups. Each of these groups has the responsibility of managing eight front-line recruiting squadrons.
Headquarters Recruiting Service has complete responsibility for the establishment of strategic goals for the recruiting service. It establishes the annual requirements that each group must meet...