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Show At the end of OgdenAir Service To New Headquarters Of Staff Mv0 its first Command month of activation, the newty formed area command had moved into its headquarters building, completed roster of its higher executivehe shou Ide red t staff members and tremendous job of maintenance and new the ; supplywasfora It Army Air Force. units. month of great activity, of almost continuous staff meetings, of the daily arrival of new officers and their assumption of new duties, of the transfer of key civilians, and military clerks, secretaries arrived field Onto the personnel. officers from service branches here- tofore unrepresented. Desks, files, reams of whole sometimes and offices paper were moved, always in stride and office machines, supplies, without ceasing to function. .Climaxing all this activity The a change in the name. ,: . will command was, new be known as Ogden Air Service Command, much shorter and more easily said than the former Ogden Air Depot Control Area Command. It is a a the big job which f aces each job which will grow month in importance and scope as Ame r ica ' s air powe r steps up its: tempo. From the manufacturing and assembly lines are coming the planes command, which will double and even triple the demands upon the service command. Last year there were 48,000 of them, this year probably 80,000. New parts, more supplies, more a larger personnel, both repairs, and civilian military. . the organization of a vast interlocking system, complete to the last detail to 'keep 'em flying'... these are a few of the demands the war is making upon the staff and department heads who, under the command of Col. Berman, will supervise all these Idaho, activities in Wyoming, Utah, Colorado, South Dakota and parts of three other states. Like a huge corporation, such as General Motors or U.S. Steel, the of OASC follows the organization of centralized administra- principle tion and decentralized operations. OASC gets its orders now direct from Major General Frank at Patterson Field, headquarters of the Air Service Command. Ten other area service commands share the national responsibility, each an integrated unit supreme in its own area. The. prime purpose of the entire organization and the goal of all its energies is to keep as many military planes as possible in combat readiness at all times, to provide a huge stock pile of stores and of every kind and to be supplies meet able to every emergency, d to have the trained and exper-ience- available in any and personnel every section where their services might be required to aid or supplement the power ever-growi- of America's air ng arm. Again like the organization chart of a large corporation, (see chart) that of OASC concentrates all problems of administration, operation. nd production groups around the page 6 fillip(J" 1piP ' OPERATION AL 'MWS i OGDEN AIR SERVICE COMMAND Morris Berman, Colonel, Air Corps, Commanding Yet each commanding general. ADMINISTRATIVE EXECUTIVE department in its operations must C. C. Minty, function as a specialized unit on Col., A. matters under its jurisdiction. has been given ADMINISTRATIVE STAFF Proper so that action may be taken to each authority 1. Arthur Salinger, Lt. Col.,AGt with a minimum amount of reference 2. Ellis T. Demars, 1st Lt, AC to outside agencies having little 3. H. A. Reynolds, Lt, Col., or no interest in a given matter. Advantages of the organizational DIVISIONS STAFF set-u- p of ASC and OASC are readily 1. R. J. Minty, Col. , AC evident. Planning, coordination, 2. J. S. MacTaggart, Col., AC and control are simplified to a 3. Paul W. Wolf, Col., AC very great extent due to the fact that contact is easily and speedily effected between corresponding units in higher and lower echelons. In SPECIAL STAFF 1. C. H. Woodard, Lt. Col., JAG brief, the management and operation 2. E. A. Stirling, Maj. ICD activities of the Air Service Com3. J. A. Martin, 1st Lt . AC mand have been greatly streamlined. 4. J. H. McAlvin, Capt., AC ts and Ogden Air Depot 5. H. F. Nifong, 1st Lt,, AC are essentially individual opera- it. C, AC sub-depo- tions such as may exist within a Each has corporate similar problems of administration and operation; of work, plan, and schedule; of financial needs; of materiel, supplies and manpower procurement; of storage, issue, plant maintenance and of selection, training, protection; assignment, reclassification, promotion, pay, transfer, and discharge of personnel; of building and maintaining the relations with frame-wor- k. its The HILL FIELDER employees. SECTIONS CHIEFS 1. R. H. Raring, Capt.ORD 2. T. C. Bedwe 1 1 , Maj. . MC 3. L. F. Carter, Maj, , AC 4. E. S. Ross, Lt. Col 5. S. C. Campbell, Capt. AC 6. W. R. Matheny, Col., SC 7. P. A. Dieter ich, 2nd Lt., FD 8. W. j. Anuskewicz, Maj., CHS 9. D. B. Floyd, Col . , QMC 10. T. L. James, Lt. Col,, CE 11. C T. Spence, Capt., CM March I. 943 |
