Air Force Headquarters Research Articles

Hronika Velikoj Pobedy (1941–1945) 22 iyunya 1941 g.

“Voprosy Istorii” history journal presents documents within our Chronicle of the Great Victory (19411945). The current issue contains documents related to the situation on the Southwestern Front on June 22,1941. This is the operational summary No. 01 on the situation at 22:00. It was signed by the Chief of Staff of the Southwestern Front, Lieutenant General M.A. Purkaev and the head of the operational department of the Southwestern Front, Major General I.Kh. Bagramyan. The second document is an operational summary of the Air Force Headquarters on the situation in the area of responsibility of the Air Force Command. It was signed by the Chief of Staff of the Front Air Force, Colonel N.A. Tygrebert and the head of the operational department of the Front Air Force Headquarters, Major S.A. Vladimirov. The documents are contained in Central Archive of the Ministry of Defense of the Russian Federation.

Comparative analysis of aviation losses of the Leningrad Front during the blockade

The subject of the research in this article is the loss of aviation forces on the Leningrad Front during the blockade. The authors consider in detail the statistical data on losses in the composition of the aviation defending Leningrad from the perspective of an integrated approach to the study of the history of the blockade of the city as a single unbroken process, which is an important expansion of scientific knowledge about the affected problem. In addition, this study is based on the materials of the Leningrad Front Air Force headquarters, which are being introduced into scientific circulation for the first time. Particular attention is paid in the article to the comparative analysis of losses among personnel with aircraft losses for the same period. The main conclusions of the presented study demonstrate that the periods of increasing losses of personnel and materiel are naturally associated with the stages of massive counter-offensive operations in September 1942, January and September 1943, in January 1944. However, the data provided also indicate a number of unique provisions. As a result, the presented information allows us to somewhat expand the available data on the actions of aviation in the defense of Leningrad. The use of statistical materials allows us to ask some important questions, the scientific answer to which will be inextricably linked to the more general problems of the history of the defense and blockade of Leningrad during the Great Patriotic War.

Future WARFARE and Artificial Intelligence Applications in the ROK Military: Problems and Alternatives

Purpose: This article explores the most likely impacts of Artificial Intelligence(AI) on the character of future warfare, focuses on how AI will change just about the way we fight in the battlefield, analyzes the current status and problems of AI applications in the ROK military, and then suggests several policy alternatives with regard to future development of the ROK military’s war-fighting capabilities with AI and autonomous systems (i.e., robots). Method: This article uses a literature review method that collects and analyzes data through existing research results or literatures. In order to understand the research trends of AI-driven warfare, professional military papers related to future operational concepts and doctrines are analyzed. In addition, data published by the Army, Navy, and Air Force Headquarters is referenced for the current state and problems of AI application of the ROK military. In particular, the latest data is mainly reflected in order not to miss important issues related to the rapidly changing military application of AI. Results: AI-driven future warfare will have three broad trends, that is, the acceleration of multi-domain battle, the generalization of cognitive-centered operations, and the Acceleration of Human-machine Fusion and increased ambiguity of blurring distinction between combatants and non-combatants. AI applications in the ROK military, however, is somewhat behind advanced countries, and currently stays at the conceptual level and exists mostly on paper. It still does not act to convert AI technology for military use, and not adapt it for operational concepts and acquisition process of weapons systems. For this reason, the ROK military needs to actively pursue various AI technology development strategies that can be used in conducting complex war-fighting within the full spectrum of conflicts. Conclusion: The ROK military needs to discard ineffective legacy weapons systems and prioritize investment in advanced technologies including AI, and streamline its cumbersome weapons acquisition and sustainment process and procedure as a means to win the AI race with other countries. With AI, the ROK military will be ableto create more agile, flexible and lethal war-fighting capabilities in strategic, operational, and tactical dimensions.

Evaluation of the Implementation of Air Force Staffing Programme at the Air Force Personnel Administration Service, Air Force Headquarters, Cilangkap

Evaluation of the Implementation of Air Force Staffing Programme at the Air Force Personnel Administration Service, Air Force Headquarters, Cilangkap

Ongoing organizational reforms of the People’s Liberation Army Air Force

ABSTRACT Since the Chinese Communist Party’s (CCP) Central Military Commission launched a major reorganization of the entire People’s Liberation Army (PLA) in early 2016, the PLA Air Force (PLAAF) has followed up with its own reforms at all levels. In February 2016, the changes entailed ‘above the neck’ reforms at PLAAF Headquarters and reduced the number of Military Region Air Force Headquarters from 7 to 5, renaming them Theatre Command Air Forces. Changes in 2017 focused on ‘below the neck’ reforms by creating a ‘base-brigade’ structure by reforming several command posts into bases; abolishing fighter, fighter-bomber, and ground attack aircraft air divisions; replacing air regiments with brigades; as well as changing the name of its former 15th Airborne Corps to Airborne Corps. Whilst the PLA leadership has moved ahead with pushing the PLAAF towards becoming a modern air force with enhanced aerial power alongside greater interoperability with the other PLA services, the reconstitution of its organizations has nevertheless led to a fallout due to policy changes concerning its rank-and-file.

Associations between earplug use and hearing loss in ROK military personnel

IntroductionThe easiest way to prevent noise-induced hearing loss (NIHL) is to wear earplugs. The Republic of Korea (ROK) Ministry of National Defense (MND) is supplying earplugs to prevent NIHL, but...

Accident prevention activity and accident experience in the Republic of Korea military

IntroductionAccording to data released by the Korea National Statistical Office, the number of accidents has been decreasing since 2012. However, a considerable number of deaths related to safety accidents (23–46...

Governance: Decision-making Model and Cycle

Abstract The uncontrollable dynamics within organizations are a challenge for their agents. Currently, one encounters the non-stop optimization of business processes which translates into an undeniable competitive edge between organizations. To guarantee a correct and efficient application of resources, methods and models, able to align decisions with managerial objectives, must exist. However, the complexity involved in decision-making on a strategic level requires effective deliberation. The current paper contextualizes the decision-making process of the Portuguese Air Force Headquarters using the Harrison Cycle, categorising it in programmed and non-programmed situations, and suggests the introduction of a new method, based on the individual analysis. This method is a form of multi-criteria analysis called Analytic Hierarchy Process (AHP), which allows for a more cohesive course of action in the elaboration of a Headquarters Study.

A woman mathematician’s journey

I was born in 1955 in Taipei, Taiwan. My parents were among the two million mainland Chinese who migrated to Taiwan in 1949 after the Nationalist government lost the civil war to communists. My father was in the retreating Nationalist Air Force. At birth, I had three brothers and one sister, and two years later my younger brother was born. They named me after their favorite theater in Shanghai (Mei-Chi Grand Theater still exists) which they frequented. My parents always fondly remembered Shanghai, where they lived with my two eldest brothers from 1945-1947, after the war with Japan. They always said jokingly that, since girls do not count in a Chinese family, they did not give much thought to the naming of girls. My sister’s name is Mei-Som—Mei means beautiful and Som means a special kind of jade. Mei-Chi means another kind of beautiful jade. All the boys were named in the family tradition with the word Yu in their name, meaning Universe. Taiwan in the 1950’s was a very unusual place. The island had been under Japanese rule for fifty years, from 1895-1945, and was only returned to China after the war. Four years later, two million mainlanders from all over China fled with the Nationalist government to Taiwan to join the six million Taiwanese at that time. We grew up on a military housing project near the Air Force headquarters, very much segregated from the outside world. At that time there were many government military housing compounds like this to accommodate the hundreds of thousands of Nationalist military personnel and their families who had retreated from the mainland to Taiwan. The housing compound where we lived was called the “Village of Righteousness.”

The Study of the Antecedents and Outcomes of Attitude toward Organizational Change

This study sampled volunteer non-commissioned officers of R.O.C. Air Force Headquarters and used their views to examine whether or not employees' job satisfaction and organizational commitment will affect their attitude toward organizational change and further influence their organizational citizenship behavior (OCB) during the implementation of “Streamlining Program of Armed Forces.” This study adopted the questionnaire survey method and random sampling of volunteer officers in the R.O.C. Air Force Headquarters. Effective samples totaled 345, and structural equation modeling was used to test the research hypotheses. Empirical findings showed that 1) Organizational commitment had the highest direct effect on attitude toward organizational change, followed by job satisfaction; 2) Attitude toward organizational change had the highest direct effect on OCB, followed by job satisfaction; 3) Organizational commitment did not have a significant direct effect on OCB, but a significant indirect effect could be reached thorough the support of attitude toward organizational change; and 4) Attitude toward organizational change had the highest total effect on OCB, followed by job satisfaction. According to the research framework and empirical results, several managerial implications and suggestions for future studies were subsequently proposed.

Miguel Sánchez Peña (1925–2009) organizer of the space activities in Argentina

One of the most important and active pioneers of the space activities in Argentina was Miguel Sánchez Peña, an aeronautical engineer and an officer of the Argentine Air Force. Sánchez Peña was the organizer of Argentina's governmental space program in the 1970s and part of the 80s, and contributed immeasurably to the Nation's sounding rocket program. Born in Mendoza, Argentina in 1925, Sánchez Peña attended the Military Aviation School (Escuela de Aviación Militar) in Córdoba, and later the Air Force Engineering School. Graduated as an engineer in 1959 he was sent to the University of Michigan in the United States to complete his graduate studies earning a Masters of Science degree in Aerospace Engineering. There he had the opportunity to study with several future NASA astronauts such as Theodore Freeman, Edward White and James McDivitt. After his return to Argentina in 1961 he was put in charge of the Space Development Group (Grupo de Desarrollos Espaciales) of the Air Force in Córdoba. While with the Air Force he managed the development of a family of various sounding rockets for high altitude research. Sánchez Peña was also in charge of the first Argentine rockets launched from Antarctica in 1965, as well as the first tests on an Argentine-fabricated rocket (Orión) from Wallops Island in the United States, in 1966. The Orion was the first operational sounding rocket constructed in South America. In the middle of the 1970s Miguel Sánchez Peña was named president of the CNIE (National Space Research Commission). Starting with just a modest one-desk office at the Argentine Air Force headquarters, in only a few years he turned CNIE into a multi-center organization with several hundred employees, three operational launch centers across the country and a family of research rockets open to the international scientific community. He was also actively representing Argentina in many IAF congresses, and was a member of the International Academy of Astronautics. After leaving CNIE he became president of the Asociación Argentina de Ciencias Espaciales (AACE), an IAF Member organization which was the continuation of the space organization created by Teófilo Tabanera in 1951. Miguel Sánchez Peña was, without doubt, the most active president of CNIE and thanks to his vision, hard work and the international trust he created, his efforts made it possible for Argentina to participate in many cooperative space experiments with partners like France, Germany, Perú, the United Kingdom and the United States.

Efficacy of visual barriers in reducing black-tailed prairie dog colony expansion

Efficacy of visual barriers in reducing black-tailed prairie dog colony expansion

Update South Africa; Cooptation Versus Confrontation

May 1983 saw two diametrically opposed efforts to change some fundamental features of contemporary South Africa. On May 3, Prime Minister Botha’s new Constitutional Bill was introduced in the House of Assembly providing for the first time for the inclusion of Coloured and Indians in the previously all white national legislature. Minor as the role of these two minorities will be should the new structure be adopted, the provisions signaled two white objectives: to split the black front, such as it is, and to underline the permanent exclusion of the majority Africans from any share in making national decisions.On May 20, what might be considered the response to that formal exclusion came with the use for the first time by the seventy-year-old African National Congress of a new and deadly tactic when it exploded a car bomb outside airforce headquarters in Pretoria, killing eighteen people.

Flying Skill Maintenance

A skills maintenance and reacquisition training (Project SMART) research program has been developed to improve Air Force continuation flying training. Project SMART consists of four phases: 1. Preliminary evaluation of research concepts and procedures, 2. Identification and definition of critical flying skills and development of skill measures, 3. Evaluation of skill maintenance and reacquisition training program alternatives, and 4. Measurement of skill retention. The program is sponsored by Air Force Headquarters and is being accomplished by the Air Force Human Resources Laboratory with participation by the Strategic Air Command and the Tactical Air Command. Selected studies completed during Phases 1 and 2 are reported.

A “Thin” man Speaks

As he indicates in his letter, Ira Kay got into simu lation at the U.S. Air Force Headquarters "before I could spell it." He retired from that job in 1965 and helped organize Southern Simulation Service, Inc. and has been general manager of that origanization ever since. Ira says that a highlight of his career was the discovery of SIMSCRIPT as a tool for simula ting, and that some milestones were retirement from the Air Force, starting SSSI, organizing the Annual Simulation Symposia, and departure from that activity after ten years as executive vice president. As the driving force behind SSSI and the short courses which that organization has conducted, and through his planning and leadership in connection with the Annual Simulation Symposia, Ira has not only done much to popularize simulation and teach others how to use it but he has also contributed substantially to the advancement of the state of our art.

The Empty Shrine: The Transfer of the Declaration of Independence and the Constitution to the National Archives

In 1952 the Library of Congress transferred the original engrossed copies of the Declaration of Independence and the Constitution to the National Archives. Together with the Bill of Rights, they are the Charters of Freedom, the most precious documents in the National Archives of the United States. The story of why the shrine in the Exhibition Hall of the Archives Building, especially designed for the exhibit of these documents, was empty for almost twenty years, and how the Library of Congress finally transferred custody of the two great documents to the National Archives, has never before been told.1 The ceremony when they left the library on Saturday, December 13, 1952, was a spectacular event. Brigadier General Stoyte O. Ross, commanding general of the Air Force Headquarters Command, formally received the documents at the Library of Congress at 1 1 a.m. Twelve members of the Armed Forces Special Police carried the six parchment documents, encased in helium-filled glass cases and enclosed in wooden crates, through a cordon of eighty-eight servicewomen down the library steps. The boxes were placed on mattresses in an armored Marine Corps personnel carrier. A color guard, ceremonial troops, the Army Band, the Air Force Drum and Bugle Corps, two light tanks, four servicemen carrying submachine guns, and a motorcycle escort paraded down Pennsylvania and Constitution Avenues to the Archives Building. Both sides of the street along the parade route were lined by Army, Navy, Coast Guard, Marine, and Air Force personnel. General Ross and the twelve Special Policemen arrived at the National Archives Building at 11:35 a.m., carried the crates up the steps, and formally delivered them into the custody of Wayne Grover, the archivist of the United States. Two days later, at 10:15 a.m. on Monday, December 15, 1952, the formal enshrining ceremony was equally impressive. Officials of more than 100 national civic, patriotic, religious, veterans, educational, business, and labor groups crowded into the Exhibition Hall. Fred M. Vinson, chief justice of the United States, presided. After the invocation by the Reverend Frederick Brown Harris, chaplain of the Senate, Governor Elbert N. Carvel of Delaware, the first state to ratify the Constitution, called the roll of states in the order in which they ratified the Constitution or were admitted to the Union. As each state was called, a servicewoman carrying the state flag entered the Exhibition Hall and remained at attention in front of the display

USAF Strategic Communications System

The deployment of air power from the US to a target through staging bases requires a highly flexible and reliable means of communications. Such a system must be in place and ready to support an air effort when it is required. The United States Air Force Strategic Communications system, commonly referred to as GLOBECOM, is described. GLOBECOM is a world-wide long-range, point-to-point and air-ground communications system designed for the control of air operations world-wide. It consists of an integrated and engineering system of US Air Force radio stations, together with other leased or allocated wire and radio channels, necessary terminal equipment, relay facilities, communications centers, and cryptographic centers, for use by the Air Force as a whole. It does not include tactical and special purpose communications systems except as specificially designated by Air Force Headquarters. The broad Air Force policy objective is to integrate all Air Force communications facilities except tactical into one system, so as to achieve efficient control of air operations and. the effective and economical utilization of common facilities for both administrative and operational communications. Air Force H·adquarters formulates the over-all policies, plans and programs with respect to the installation, removal, or change of GLOBECOM circuits.

Military oceanography in tactical operations of World War II

Three years ago an announcement was made [see “References” at end of paper, Seiwell, 1943] that military applications of oceanography were then being carried out in the War Department to obtain relevant data for the planning of long‐range military operations. The Military Oceanographic Organization was, at that time, established in the First Weather Directorate of the Army Air Force Headquarters. Justification for its existence was centered in the close relationship between oceanography and meteorology and in the provision of oceanographic data to the long‐range weather forecasting research program. Circumstances, however, soon changed the original plan, and after a reorganization, the newly‐installed Weather Service initiated action to have the Oceanographic Unit transferred to the jurisdiction of the United States Navy.