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Of these, three relate specifically to force structure . First, economically threatened programs needed by the active Air Force are often preserved by transferring them to the ANG either permanently or until budgetary constraints and priorities are shifted. Second, and directly related to the first advantage, is the economic savings that are realized by the ANG's capability to perform certain missions and to maintain combat readiness at less cost than that of full-time standing armed forces . These cost savings are due to the full-time/part-time nature of the Guard's structure.
Rutenberg and Jane S . , The Logistics of Waging War : American Logistics, 1774-1985 (Gunter AFS, Ala . : Air Force Logistics Management Center, 1986), 150-51 . 19 . , 159-60 . 20 . Townsend, 44 . 21 . Rutenberg and Allen, 182 . 22 . Ibid . 23 . Multicommand Regulation (MCR) 66-5, Combat Oriented Maintenance Organization (COMO), 31 May 1985, 1-1 . 24 . , August 1970),2 . 25 . , 243 . 26 . , August 1970), 5-99 . 27 . Ibid . 28 . , 5, 113-14 . 29 . Ibid . 30 . Quoted in Cyrus F . Gibson, Managing Organizational Behavior : Achieving Results through Understanding and Action (Homewood, Ill .
Peters and Robert H . , 1982), 9. 36 . Gibson, 97 . 37 . , 106-9 . 38 . , 107-8 . Chapter 2 The Air National Guard Maintenance Organization and the Combat-Oriented Maintenance Organization Over the past half-century there has been a rising tide of information, research, and theory on organizational development . In fact, this rising tide has swelled to tidal-wave proportions . ' Robert I. McLaren relates the issue to a dilemma in which one structure is selected at the expense of the other. 2 There is no fully centralized or decentralized organization .