This document summarizes the history and structure of the Directorate of Emergency Services at Fort Hood, Texas. It discusses that the organization was previously called the Provost Marshal Office but is now a combination of active duty military police and civilian law enforcement officers under the 89th Military Police Brigade. The primary mission is to support the installation and protect soldiers, employees, and families. It also discusses the importance of understanding an organization's culture and history when implementing changes to minimize resistance and have a smooth transition.
3. Fort Hood DES/Police DepartmentHistory In recent years the Department of the Army has changed its’ title from Provost Marshal Office to The Directorate of Emergency Services. Here at Fort Hood, Texas the Police Department is combine with and nearly even mixture of Active Duty MPs and Department of the Army Police Officers (civilians). Because this is a military installation this organization falls under the direction and leadership of The 89th Military Police Brigade, which is the major subordinate command of III Corps; the Headquarters of this installation. The 89th Military Police Brigade is a combat ready, deployable force which stands ready to support worldwide contingency operations. During peacetime, it conducts daily 24-hour continuous enforcement and security support to the community of Fort Hood. DES primary mission is to support III Corps as a major subordinate command in peace and in war Our purpose is to Protect and Serve the military’s largest installation, Department of the Army Civilian Employee’s, Families, Soldiers, and Contractors. The stated goals for this organization is daily- to reduce crime, protect, serve and provide not only here on the installation but also to provide any Law Enforcement Assistance to our local Police Departments concerning soldiers and family members. I chose to believe that the unstated goals of this organization would be to build a more cohesive environment for its employees- began to establish a team building process, seeking out future leaders by mentoring, molding and shaping for the future of this organization.
6. A set of understandings or meanings shared by a group of people that are largely tacit among members and are clearly relevant and distinctive to the particular group which are also passed on to new members (Louis 1980).
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8. The Phrase of Organization Change DIRECTORATE OF EMERGENCY SERVICES FORT HOOD, TEXAS
16. Ending The goal of this phase is to understand the change process and the steps needed to move through it Dealing with grief and loss issues “Normalizing” change Communication in the ending phase
17. Conclusion The new management team within this organization should have conducted scheduled meeting to answer the obvious questions that every management team coming should ask themselves “Where do we begin with this organization- what is going to be our approach to implement a new change to this organization. The answer to that question would be do- your research. Regardless to the type of organization there is a need to know the history. Knowing the history provided knowledge of Do’s & Don’t; not knowing the history more than likely you’ll find yourself repeating steps that shouldn’t have been and results in wasting time. Changes were being made prior to knowing the history and instead of seeking information from those that knew the history of the organization allowed the manager to make some big and small mistakes that could have been prevented.
18. Reference Bolman, Lee G Bringing It All Together “Reframing Organizations, Artistry, Choice, and Leadership” 2003 Bligh, Video Program: Resistance to Change” (approximately 5.24 minutes)Dr. Michelle Bligh discusses how important not to underestimate the impact that the change will have on the organization as well as the employees. Jones, Michelle B. Walden University, Organizations, Innovation, and Change (EDUC-6105-2) 2010
Editor's Notes
This Presentation will a profile to my classmates and class instructor on the History, Structure and Culture of the Fort Hood, Military Installation Directorate of Emergency Services formally know as the Provost Marshal’s Office (Police Department).Fort Hood Military Installation is the largest Military in Installation in the World. Govern by the Uniform Code of Justice, Texas Penal Code and The Office of Personnel Management.General Robert Cones is the Commander of the Installation.
Fort Hood Military Installation is the largest Military in Installation in the World. Govern by the Uniform Code of Justice, Texas Penal Code and The Office of Personnel Management.General Robert Cones is the Commander of the Installation.
Due to the present War in the Middle East- the Department of Defense decided to establish a Civilian Police Force alone side of the Military Police. Although there has always been a degree of culture diversity; it is very evident now in our present state.
Ft Hood Police Department is organized into Five unique branches which make up the complete organization.
The norms and values of this organization are to be ethical, fair and consistent. Ninety-five (95) percent of the employees’ within the organization are dress in uniform whether military ACU’s (Active Combat Uniform) or DAPO (Department of the Army) Police Officers (blue) issued uniform. The other 5% suppose to wear semi- business attire however, only about 1% actually follow the dress code. The communication between the two isn’t always in the most professional manner; the atmosphere is really informal. I believe that all employees regardless of the position understand and adhere to the mission statement. There are some really pitfalls within the organization such as on a normal bases the scheduled meetings are never on time, and time management could be improved. If there are conflict issues those incidents will only be handled with those that need to know.
Whenever there is hesitation to comply any change it will normally mean that there’s a communication barrier. Involve those that will have to demonstrate and implement the change- where it is noticeable within and outside of the organization. Never take the change personal, it’s never directed toward the individual however the purpose in the planners mind is to better the organization-growth. Ask for clear guidance when in doubt; accuracy is better than error
There three very important phrases in Organizational Change and each have to be considered in a profound manner in order to make the change successful.
Understanding the need for change and it’s purpose. What was the change support to accomplish? The initial changes within the DES organization –purpose was to provide a model for the United States Army concerning Police duties, operational procedures and to provide the Army with a course of action if there is an event like 11-05-2009. Rampage Shooting (Threat to the installation). Implementing a better form of the Civilian Employees and Active Duty personnel working as one team.
The Beginning Stage:Understand the goalCommunication- clear and consistentApproach – In what form to approach the areas to change, The Key is always going to be your communication skills. Communication and its’ accuracy is very important to all organizations whether Civilian or Military- with a Communication Barrier –the results can be unbelievable .
Having the ability to prioritize , ability to handle several different things at once, and the ability to adapt or deal with ambiguity.
This phrase is really going to determine where your time is spent. When there is not enough time and detail to your project- that opens room for unnecessary error that could have been prevented; and again a clear block of instructions prevents errors as well.
The extensive practitioner-oriented literature on time management shows considerable agreement about the importance of planning daily and weekly activities in advance.”
The importance after you implement a change into the organization is to make sure you have view the changes from all ends. Understand and have a plan of action to overcome resistance within the organization- and communicate clearly how to sustain those changes.
In my personal opinion the Fort Hood/DES Leadership- whom implemented the new changes with good intention wanted to make a positive change within the organization however, due to Lack of understanding the organizational history errors were made unnecessarily, and because of that the lack of brought about the resistance within the organization for employees to comply. My reflection of the response would be that it was negative. However with a great deal of consideration among the leadership and employees the leadership agree to take a different approach however it is still to earlier to determine the functioning of the organization.
