Study guide
10.2 Resources & Organizational Structure
Air Force PFE Promotion Fitness Examination
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1 Introduction & Exam Overview
1.1 PFE Exam Facts & Format 1.2 The WAPS Scoring System 1.3 The Tested AFH 1 Chapters & Study Strategy
2 Professionalism (AFH 1, Chapter 1)
2.1 The USAF Professional & the Profession of Arms 2.2 The Air Force Core Values & Their Virtues 2.3 Ethical Standards & the Airman's Creed
3 Military Organization & Command (AFH 1, Chapter 5)
3.1 The United States Armed Forces 3.2 The Military Departments & Services 3.3 Military Command Structure & Combatant Commands 3.4 The Air Force Total Force 3.5 Air Force Organizational Structure
4 Enlisted Force Development I (AFH 1, Chapter 7A–7D)
4.1 Leadership Levels 4.2 The Enlisted Force Structure & Tiers 4.3 Duty Titles & Special Positions 4.4 Force Development & the Competency Framework
5 Enlisted Force Development II (AFH 1, Chapter 7E–7H)
5.1 Training Responsibilities & Upgrade Training 5.2 Professional Military Education 5.3 The Community College of the Air Force 5.4 Continuing Education & Voluntary Programs
6 Assessments & Recognition (AFH 1, Chapter 8)
6.1 The Airman Comprehensive Assessment 6.2 Performance Evaluations & the EPB 6.3 Reenlistments, Retention & Continuation 6.4 Awards & Decorations
7 Enlisted Promotions (AFH 1, Chapter 9)
7.1 Promotion Systems & Programs 7.2 Promotion Cycles & Eligibility 7.3 Preparation & Individual Responsibilities 7.4 Promotion Testing & Test Control 7.5 Evaluation Boards & Central Selection
8 Personnel Programs & Benefits (AFH 1, Chapter 11)
8.1 Benefits & Services 8.2 Leave & Authorized Absences 8.3 Military Associations & Civilian Programs
9 Finance, Manpower & Resources (AFH 1, Chapter 12)
9.1 Individual Finances & Allowances 9.2 Official Travel Expenses & Allowances 9.3 Manpower Management 9.4 Resource Management & Stewardship 9.5 Environmental Commitment
10 Developing Organizations (AFH 1, Chapter 13)
10.1 Strategic Thinking & Results Focus 10.2 Resources & Organizational Structure 10.3 Change Management & Problem Solving
11 Developing Others (AFH 1, Chapter 14)
11.1 Teamwork & Team Dynamics 11.2 Develops People: Mentoring, Coaching & Feedback 11.3 Service Mindset & Fostering Effective Relationships 11.4 Leadership: Styles, Power & Influence
12 Developing Self I (AFH 1, Chapter 15A–15C)
12.1 Accountability & Self-Management 12.2 Military Communication 12.3 Preparing to Communicate
13 Developing Self II (AFH 1, Chapter 15D–15F)
13.1 Written Communication 13.2 Spoken Communication 13.3 Electronic Messaging
14 Developing Ideas (AFH 1, Chapter 16)
14.1 What We Know: Priorities & Innovation 14.2 Cognitive Processes & Critical Thinking 14.3 Informed Decision-Making 14.4 What We Don't Know: Uncertainty & Assumptions
15 Emergency Management (AFH 1, Chapter 17)
15.1 Air Force Emergency Management, Disasters & Hazards 15.2 Preparedness, MOPP & Individual Protection 15.3 Crisis Response & Recovery 15.4 Department of the Air Force Mishap Prevention 15.5 Risk Management
16 Security (AFH 1, Chapter 18)
16.1 Integrated Defense & Force Protection Conditions 16.2 Operations Security (OPSEC) 16.3 Information Protection & Classification 16.4 Information Access, Cybersecurity & Mobility 16.5 Antiterrorism
17 Standards of Conduct (AFH 1, Chapter 19)
17.1 A Way of Life: Oaths, Standards & Off-Duty Conduct 17.2 The Law of War 17.3 The Code of Conduct
18 Enforcing Military Standards (AFH 1, Chapter 20)
18.1 The Air Force Inspection System 18.2 Individual Accountability & Corrective Action 18.3 Appropriate Working Relationships & Fraternization 18.4 Addressing Misconduct & Prohibited Behavior
19 Fitness & Readiness (AFH 1, Chapter 22)
19.1 USAF Fitness & Comprehensive Airman Fitness 19.2 The Official Fitness Assessment 19.3 Nutrition & Performance 19.4 Substance Use, Abuse & Treatment Programs 19.5 Readiness State of Mind & Resilience
20 Military Customs & Courtesies (AFH 1, Chapter 24)
20.1 Honored Traditions: Saluting, Titles & Reporting 20.2 Respect for the Flag 20.3 Respect for Individuals 20.4 Ceremonies & Events 20.5 Drill & Formation 20.6 Preserving Our Heritage
21 SJT Format & Competencies
21.1 SJT Format & Mechanics 21.2 Airman Leadership Qualities (ALQs) 21.3 Foundational Competencies & Behaviors
22 SJT Reasoning, Scenarios & Traps
22.1 SJT Reasoning Strategies 22.2 Sample SJT Scenarios 22.3 SJT Traps & Best Practices
10.2 Resources & Organizational Structure
Key Takeaways Explain This Topic AI
Effective organizational change requires redesign or coordination on five interrelated fronts: organization and people, technology, policies/legislation/regulations, physical infrastructure, and process.
DOTMLPF stands for Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, and Facilities.
Organizational design balances the need for precision — order, less ambiguity, direction followed — against the need for flexibility to adapt quickly and encourage innovation.
A mechanistic structure is vertically arranged with heavy reliance on rules; an organic structure has horizontal and vertical communication and suits unstable, innovative environments.
In a matrix design, team members have two bosses: the functional boss writes their performance report and schedules duty hours, and the project boss ensures the task is accomplished.
Last updated: August 2026
The Five Fronts of Organizational Change
AFH 1 opens with a rule: "Improving performance requires both planning and execution. For organizational change to be effective, planning and execution generally must include redesign or coordination on the following five interrelated fronts."
Front What AFH 1 says
Organization and People Human resources are the key to future viability and organizational growth in a continuous learning environment. Even when processes change, focus should remain on providing workers appropriate knowledge, skills, experiences, and tools
Technology A crucial enabling factor allowing compression of cycles, lead time, distance , and broader access to information and knowledge assets . It also eliminates barriers between customers and suppliers
Policies, Legislation, and Regulations Changing existing policies, regulations, and legislation may be required for new processes
Physical Infrastructure Facilities, equipment, and tools should be designed to support and maximize changes in workflow, information technology, and human resources
Process The flow of work and information into and throughout the organization must be redesigned using standard continuous process improvement methodologies
The word to notice is interrelated — AFH 1's point is that you cannot redesign a process without also considering the people, technology, rules, and facilities that carry it.
DOTMLPF
DOTMLPF is used by the Department of Defense "to describe a thought process that considers a broad spectrum of elements or requirements to generate informed, conclusive solutions to problems, future requirements, strategic direction, and performance improvement." It is "a process that considers solutions involving any combination of these elements" and serves as "a valuable mnemonic for staff planners."
- Letter Element AFH 1's military interpretation
- D Doctrine The way we fight — emphasizing maneuver warfare, combined air-ground campaigns
- O Organization How we organize the fight — divisions, air wings, task forces
T Training How we prepare to fight tactically — basic military training, advanced individual training, unit training, joint exercises
M Materiel All the 'stuff' necessary to equip the forces — weapons, spares
L Leadership and Education How we prepare leaders to lead the fight, from squad leaders to four stars — professional development
- P Personnel Availability of qualified people for peacetime, wartime, and contingency operations
- F Facilities Real property, installations, and industrial facilities that support the forces
AFH 1 also notes that because combatant commanders define requirements in consultation with the Office of the Secretary of Defense , they can consider gaps in the context of strategic direction and influence the direction of requirements earlier in the acquisition process .
Two traps: the M is Materiel, not Manpower (manpower falls under Personnel ), and the L is Leadership and Education , not leadership alone.
Precision Versus Flexibility
Organizational design "should be determined based on the organization's overall mission and strategy, taking into consideration the environment, size, and pace of technology." The central tension:
- Need Definition
- Precision The need to maintain order, decrease ambiguity, and ensure direction is followed
- Flexibility The potential need to adapt quickly and encourage innovation
Every structure below is a different answer to that trade-off.
- The Four Organizational Structures
- Mechanistic (Bureaucratic)
Vertically arranged ; communication and decision-making begin at the top and filter downward . Characteristics: very little involvement of low-level members in decision-making , employees work in teams based on task specialty , and there is heavy reliance on rules .
Best when Weakness
Strategy or goals are geared toward efficiency and tasks need to be accomplished quickly and accurately ; a stable environment requiring little flexibility ; organizations of intermediate to large size Job satisfaction suffers because subordinates basically do as they are told with little to no contribution to how things are done
Organic
Has horizontal and vertical communication , allowing communication up and down as well as across departments and among co-workers without bureaucratic lines . Cross-talk and opinions are encouraged , and day-to-day flexibility facilitates technological advancements .
Best when Weakness
Strategy is geared toward innovativeness and creativity ; the environment is unstable, with change the norm rather than the exception ; organizations that are small to moderate , apply new technology through adaptation rather than compliance , and employ research and development that is creative rather than restrictive . AFH 1's example: the computer software industry . Increases worker satisfaction and produces well-rounded decisions May slow down the implementation process, lead to low efficiency, and reduce standards
Diverse
Because both mechanistic and organic structures have advantages and disadvantages, a diverse design incorporates both — used "when the organization needs the rigid structure of the mechanistic organization in some areas and the flexibility of the organic organization in others."
AFH 1's example is worth remembering because it is drawn from a squadron: administrative sections have specific rules for processing performance reports, decorations, and orders , so a mechanistic system fits; a training section would be hindered by a rigid mechanistic system , so an organic system allows more frequent innovation in how training is delivered .
Matrix
"The matrix design is basically an organizational design or team within a mechanistic, organic, or diverse organization." It is usually best for addressing a temporary need ; therefore it is short-lived, and the overall organizational structure remains intact . A matrix brings workers from different sections or organizations together to serve a particular function .
The two-boss rule is the single most tested fact in Section 13B:
- Boss Responsibility
- Functional boss Writes the performance report and schedules normal duty hours
- Project boss / team leader Ensures the task at hand is accomplished appropriately
Strength: the pooling of expertise and resources . Weakness: the confusion of who is in charge .
Quick Comparison
- Structure Communication Environment it fits Main weakness
- Mechanistic Top-down only Stable , efficiency-driven, larger organizations Low job satisfaction
Organic Horizontal and vertical Unstable , innovation-driven, smaller organizations Slow implementation, low efficiency, reduced standards
Diverse Both, by area Mixed requirements within one organization Requires judgment about which area gets which model