Managing Change in Organizations: A View of Centralization within the Department of Defense.

Abstract

This paper provides a corporate-level perspective on the tendency within the Department of Defense to seek reductions in peacetime operating costs through centralization of key functions and responsibilities. It draws on organizational theory, industry practice and the past experience of the Air Force to explain the controversy that surrounds centralization proposals, as well as their potential impact on defense operations. The root causes underlying the internal conflicts within DOD and the kinds of actions needed to assure equitable resolution are outlined. The Military Services have traditionally resisted centralization reforms that threaten the readiness and combat sustainability of their forces. Despite that opposition, those who are not directly responsible for wartime performance have pursued introductions of major management and organizational changes that could undermine military effectiveness. This study concludes that all points of view on these issues should be considered and differences reconciled in an objective manner.

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Document Details

Document Type
Technical Report
Publication Date
May 01, 1981
Accession Number
ADA127499

Entities

People

  • Klaus H. Seaquist

Tags

Communities of Interest

  • Biomedical
  • C4I
  • Human Systems
  • Weapons Technologies

DTIC Thesaurus Topics

  • Air Force
  • Commerce
  • Congress
  • Control Systems
  • Corporations
  • Department Of Defense
  • Government Procurement
  • Governments
  • Hierarchies
  • Logistics
  • National Governments
  • National Security
  • Organizational Structure
  • Security
  • United States
  • United States Government
  • Warfare

Readers

  • Defense Acquisition Program Management
  • Economics