|Institution:||Naval Postgraduate School|
|Keywords:||Air Force Medical Service; Human Performance; Air Force Medical Home; Base Operational Medicine Cell; Human Systems Integration; Macroergonomics; Organizational Structure and Change; Sociotechnical Elements; Collective Mind; Team Selection; Teamwork; Team Effectiveness; Framework for Developing Organizations|
|Full text PDF:||http://hdl.handle.net/10945/43807|
In the United States Air Force (USAF), a system is generally thought of in terms of technology; but there are other types of systems supporting our warfighters. A system is “a group of related parts that move or work together” (Merriam-Webster, 2014), suggesting that systems can also be a compilation of human activities and interactions. One such system is the Air Force Medical Service (AFMS). The AFMS has been charged with the delivery of healthcare for the USAF. It is an organization within which there are many workplaces, and these are prototypical of workplaces in the USAF. The USAF currently has no framework for developing organizations. This capstone project took an inside look into the organizational structure of the Keesler Air Force Base’s Base Operational Medicine Cell (BOMC). By conducting a macroergonomic analysis, I was able to make recommendations for an effective and fully harmonized organizational design. Human systems integration (HSI) played a pivotal role in the evaluation of the Keesler BOMC, as Manpower, Personnel, and Training (MPT) are key drivers in the development of organizations. The results of this analysis lead to the development of BOMC requirements and subsequently HSI requirements for organizations, or an HSI Framework for Organizations.