Transformation of Installation Management: An Analysis of Organizational Change
Abstract
This paper analyzes the dynamics of organizational change that led the Department of the Army (DA) to establish the Installation Management Agency (IMA) as a new field operating agency. Prior to the establishment of IMA, the garrison commander and the installation staff were assigned to the Senior Mission Command organization under a Major Command (MACOM). All installation funding and priorities were passed through the senior mission commander to the installation staff for execution. In the fall of 2002, the Army implemented the transformation of installation management plan. As a result, the responsibility and eventually the resources for the management of installations were transferred to the U.S. Army Installation Management Agency. The establishment of the IMA as a new field operating agency represents the first comprehensive change in organizational structure resulting from the Army's effort to promote internal transformation that began in the 1990s. This paper offers an explanation of the dynamics that resulted in the decision to establish the IMA. Viewed through the lenses of contingency and organizational theory this paper provides answers related to organizational change that are relevant to today's strategic leaders.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 15, 2006
- Accession Number
- ADA448585
Entities
People
- Craig L. Johnson
Organizations
- United States Army War College