Key Management Concepts

Integration of Key Management Concepts
Key Management Concepts. Outlined by Admiral Richardson, the Chief of Naval Operations, being ready and responsive to prevail against the enemy in an ever-changing environment is a fundamental element of maintaining maritime superiority (Department of the Navy, 2017). Consequently, commanding officers must develop their teams and organizations to respond accordingly to improve operational competence and mission effectiveness. To attain greater mission success at VX-1, key management concepts can address and remedy inefficient processes to influence organizational learning and capabilities to attain the best possible performance. As such, the concepts of quality, core capabilities, learning curve,

A building block of operations is competence. Fundamental attributes of competence are the integration of skills, techniques, knowledge, experience, and technology an organization has to create products or services (Yang, 2015). In distinguishing one firm from the competition, a core competence is an organizational practice used to create core products or services that is not easily duplicated (Meredith & Shafer, 2016; Yang, 2015). In this respect, core competences drive the development of products and services that attract customers. The accumulation of core competencies generates the core capability and a core capability is the most essential resource a firm owns to generate long-term success. A goal in developing core capabilities is to create and increase value for customers and stakeholders (Yang, 2015). A foundation of competitiveness, combining organizational strategy with core capabilities can build and deliver products or services that meet or fulfill customer needs (Yang, 2015). Consequently, meeting customer needs creates value for both customers and a firm. In terms of trade-off or reinforcing capabilities, a firm could choose a core capability needed to achieve excellence among a set of capabilities, and then focus the appropriate effort, interest, and resources on that one capability in a trade-off approach (Singh, Wiengarten, Nand, & Betts, 2015). Alternatively, a firm could use a cumulative approach to build mutually reinforcing

Failing to develop a core competency into a core capability can yield negative consequences. To benefit the squadron, VX-1 must align organizational strategy with core capabilities to remain ready and responsive to meet customer needs. Implement a quality maintenance strategy can cultivate core maintenance competencies to become core maintenance capabilities. In a cumulative approach, building reinforcing quality capabilities across the various maintenance teams can better serve the entire maintenance department and flight crews, who maintain, operate, test, and fly the new systems and aircraft. In serving external customers, the cumulative approach can strengthen ties with government contractors, fleet squadron operators, and higher echelon commanders in providing feedback and operation and employment considerations. Furthermore, the squadron can develop and integrate a stakeholder core competency to increase joint responsibility, decision-making, interchanges, and prioritized interests to align interest and influence across the