Installation Management Command - Flattening or Flat-lining?
Abstract
In 2002, the Secretary of the Army initiated the centralization of installation management, realigning base operations support missions from various Army commands under one organization, the Installation Management Agency (IMA). The intent of this centralization was to improve and standardize operations and delivery of services to Army installation personnel and organizations. IMA has since transformed into the Installation Management Command (IMCOM) and is now the United States Army s single largest organization employing over 73,200 personnel. IMCOM, through its regions and garrisons, has developed common levels of support, streamlined processes/created efficiencies, upgraded facilities, and improved overall service to its customers. However, internal hierarchical structural shifts and changes in management roles and responsibilities are creating a span-of-control too large for leadership to provide effective oversight, resulting in the degradation of IMCOM s programs and processes. Therefore, this paper will review the history of IMCOM and decision points that turned it into an unmanageable flat organization, as well as provide solution sets to re-establish control, re-energize capabilities, and generate additional efficiencies.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 22, 2012
- Accession Number
- ADA561639
Entities
People
- Linda M. Groat
Organizations
- United States Army War College