You, a Captain, are a section chief in Military Personnel and 2d Lt Smith's supervisor. Lt...

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You, a Captain, are a section chief in Military Personnel and 2d Lt Smith's supervisor. Lt Smith is a Force Support Officer. She has been on active duty for a year and in her present job for 10 months. She supervises 21 enlisted personnel who perform a variety of administrative tasks in support of a tactical fighter wing. She majored in business administration in college, served 3 years as an administrative specialist, and was an E-4 before being accepted for OTS. As an enlisted member, she graduated from technical school as an honor graduate and was cited on numerous occasions for outstanding performance. Her supervisors considered her a valuable asset to the unit and an expert in her area of responsibility. She's very enthusiastic about her work and plans to make the Air Force a career. Lieutenant Smith took over her job 2 months after the unit had received a rating of "marginal" by the numbered Air Force Inspector General's evaluation team. At the end of her first week on the job. Lt Smith called her NCOIC and key supervisors together and told them that she wouldn't tolerate marginal performance, that she had previous experience in this type of work, and would be looking at the quality of their work very closely. Since that time, Lt Smith has attempted to supervise every phase of work in her office and, at times, has involved herself in even the most routine decisions. Lt Smith assigns people to certain jobs within the office, plans the work schedule, leave schedule, and does most of the counseling in the office. In the last 6 months. Lt Smith has ordered several people to work overtime to complete routine work ahead of schedule. Each time this has happened, the NCOIC has asked the lieutenant for permission to speak to her immediate supervisor. On each occasion, the lieutenant has told the senior master sergeant he must not take these internal problems to you, because she'll take care of any problems in her section--and the NCOIC should remember who writes his EPR. Most of the time, when Lt Smith approaches the work or break area where the workers are congregated, she notices all conversation stops and the personnel won't talk to her unless she addresses them first. After reviewing a report yesterday. Lt Smith became very impatient. She bypassed his NCOIC and took the report directly to the Airman who had typed it. While Lt Smith was berating the Airman about the typing errors, the NCOIC walked into the office and asked the Airman what the problem was. The lieutenant became flustered, told the NCOIC she was tired of doing his job for him, and shoved the report into his hands. Lt Smith then went into her office and slammed the door. The NCOIC relayed this situation to you and asked for your help. How will you help? You, a Captain, are a section chief in Military Personnel and 2d Lt Smith's supervisor. Lt Smith is a Force Support Officer. She has been on active duty for a year and in her present job for 10 months. She supervises 21 enlisted personnel who perform a variety of administrative tasks in support of a tactical fighter wing. She majored in business administration in college, served 3 years as an administrative specialist, and was an E-4 before being accepted for OTS. As an enlisted member, she graduated from technical school as an honor graduate and was cited on numerous occasions for outstanding performance. Her supervisors considered her a valuable asset to the unit and an expert in her area of responsibility. She's very enthusiastic about her work and plans to make the Air Force a career. Lieutenant Smith took over her job 2 months after the unit had received a rating of "marginal" by the numbered Air Force Inspector General's evaluation team. At the end of her first week on the job. Lt Smith called her NCOIC and key supervisors together and told them that she wouldn't tolerate marginal performance, that she had previous experience in this type of work, and would be looking at the quality of their work very closely. Since that time, Lt Smith has attempted to supervise every phase of work in her office and, at times, has involved herself in even the most routine decisions. Lt Smith assigns people to certain jobs within the office, plans the work schedule, leave schedule, and does most of the counseling in the office. In the last 6 months. Lt Smith has ordered several people to work overtime to complete routine work ahead of schedule. Each time this has happened, the NCOIC has asked the lieutenant for permission to speak to her immediate supervisor. On each occasion, the lieutenant has told the senior master sergeant he must not take these internal problems to you, because she'll take care of any problems in her section--and the NCOIC should remember who writes his EPR. Most of the time, when Lt Smith approaches the work or break area where the workers are congregated, she notices all conversation stops and the personnel won't talk to her unless she addresses them first. After reviewing a report yesterday. Lt Smith became very impatient. She bypassed his NCOIC and took the report directly to the Airman who had typed it. While Lt Smith was berating the Airman about the typing errors, the NCOIC walked into the office and asked the Airman what the problem was. The lieutenant became flustered, told the NCOIC she was tired of doing his job for him, and shoved the report into his hands. Lt Smith then went into her office and slammed the door. The NCOIC relayed this situation to you and asked for your help. How will you help?

Answer rating: 100% (QA)

In this situation it is important to address the issues and conflicts in a constructive manner Heres how you can help 1 Schedule a meeting with the NC... View the full answer