Organizational Profile What is it? A snapshot of the organization, the key influences on how it operates, and its key challenges Why is it important? • Serves as a “self-assessment” in preparation for strategic planning • Helps to identify potential gaps in key information and focus on key performance requirements and business results • Documents what the organization considers important • Potentially serves as the starting point for action planning if little or no information is available 1. Organizational Description a. Organizational Environment b. Organizational Relationships 2. Organizational Challenges a. Competitive Environment b. Strategic Context c. Performance Improvement System SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376
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Organizational Profile What is it? A snapshot of the organization, the key influences on how it operates, and its key challenges Why is it important? Serves.
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Organizational ProfileWhat is it? A snapshot of the organization,
the key influences on how it operates, and its key challenges
Why is it important?• Serves as a “self-assessment” in
preparation for strategic planning• Helps to identify potential gaps in key
information and focus on key performance requirements and business results
• Documents what the organization considers important
• Potentially serves as the starting point for action planning if little or no information is available
DIMHRS, EPM)• New technologies to enhance support processes• Integrated planning efforts• Performance Management
• OPTEMPO; short-fuse tasks• Other ACOMs usurping Garrison functions• New system fielding without resources to implement
• Functional expertise• Interaction with customers• Communication with tenants
• Lack of emphasis on Civilian • Education System (CES)• Employee/leader development• Information sharing• Organizational and inter-personal communication
• NSPS• Civilian Education System• Developing multi-functional expertise• Knowledge management• Team building
• Negative perceptions of IMCOM/Garrison programs• Lack of information flow/sharing• Loss of intellectual capital• Pace of change in technology• “Us vs. them” mentality
VISION: We are the Army’s home. We provide a source of balance that ensures:– An environment in which Soldiers and Families can thrive– A structure that supports unit readiness in an era of persistent conflict– A foundation that supports Army Transformation
MISSION: To provide the Army the installation capabilities and services to support expeditionary operations in a time of persistent conflict, and to provide a quality of life for Soldiers and Families commensurate with their service
“…while there are many definitions of organizational culture, all of them focus on the same points: collective experience, routine, beliefs, values, goals, and system. These are learned and re-learned, passed on to new employees, and continues on as part of a company's core identity.” SOURCE: www.organizationalculture101.com
1a. Organizational Environment (cont’d)
STRENGTHS:• Soldier and family programs• Mission/customer focus• Safety focus• Functional expertise• Interactions with customers• Strong, committed leadership• Dedicated workforce• Experienced, flexible staff
AREAS FOR IMPROVEMENT:• OPTEMPO• Cross-functional communication• Interpersonal communication• Emphasis on learning/growth• “Business as usual”• “Us vs. them” mentality• Team building
MISSION: Ranges, Field Artillery Points, Active Basefields, Active Stagefields, Leased Civilian Airfields, Tactical Training Sites, Testing Sites, ClassroomsMOBILITY: Road and Trail Network (Miles Paved, Miles unpaved; Railroads, Acres)COMMUNITY/SOLDIER SUPPORT: Soldier Support Center, DFMWR Facilities, HQ, Network Control, Emergency Services, Post Exchange, Commissary, Hospital and Medical Facilities, Child Development Center, Dependent School FacilitiesHOUSING: Family Housing, Barracks, Guest Housing
Technologies: Information and telecommunications, CAC, simulation/gaming, fuel distribution, energy, DBIDS
Equipment: Emergency Services, information and telecommunications, training devices, logistics/maintenance, GSA vehicles
(5) Regulatory environment: Occupational health and safety Accreditation, certification or registration requirements Relevant industry standards Environmental, financial and product regulations
(2) Key customer and stakeholder groups and market segments; key requirements and expectations for products, services, and operations; differences in requirements and expectations between key customer and stakeholder groups and market segments
Sources: SIPOC, customer management services (CMS) assessment, interactive customer evaluation (ICE) data, common levels of support (CLS), service support programs (SSP); further refinement and integration are required
(3) Most important types of suppliers, partners, collaborators and distributors; role these play in work systems and production and delivery of key products and services; are they part of the organization’s innovation processes; most important supply chain requirements
(4) Key supplier and customer partnering relations and communication mechanisms
Opportunities to develop partnerships, collaboration, inclusive roles in service delivery and innovation processes
(1) Organization’s competitive position; relative size and growth in the industry or markets served; numbers and types of competitors
(2) Principal factors that determine success relative to your competitors; key changes taking place that affect the competitive situation, including opportunities for innovation and collaboration
(3) Key sources of comparative and competitive data from within your industry; key sources of competitive data from outside industry; limitations to obtain these data
2a. Competitive Environment
THREATS:• Competition in local communities• Transformation• Usurping of Garrison functions• BRAC• Encroachment• Pace of change• Lack of emphasis on learning/growth
(1) Key business, operational, and human resource strategic challenges and advantages
(2) Key strategic challenges and advantages associated with organizational stability
USAG FORT RUCKER STRATEGIC CHALLENGES
1. Taking care of Soldiers, Families, civilians and customers2. ARFORGEN and mission support3. Personnel management (attrition, recruitment, retention, development, growth and well-
being)4. Improving and developing infrastructure5. Integrated planning for a sustainable future (mission, environment, community, well-
being)6. Customer needs/expectations7. Aligning resources to priorities8. Leveraging partnerships and external resources9. Improving internal/external communications