Under the Scrutiny of the Baldrige National Quality Program: Charting the Way Ahead for Installation Management Command

摘要

Installation Management Command (IMCOM) was activated in October 2006 'to reduce bureaucracy, apply a uniform business structure to manage US Army installations, sustain the environment and enhance the well being of the military community.' This paper assesses IMCOM's strategic direction utilizing the 2009 Malcolm Baldrige Organizational Self Assessment and the 2008 Draft IMCOM Strategic Plan. As IMCOM strives to provide Army Families a quality of life commensurate with their extraordinary service, it must evaluate the effectiveness of its Region Installation Support Teams (RISTs) and Functional Support Teams (FSTs) to provide programs and services. The value of these teams to the organizational effectiveness of IMCOM can be evaluated utilizing the Baldrige Criteria. The road ahead for IMCOM also involves adaptation to the evolving Army enterprise initiative. In addition to functional organization, decentralized execution, and continuous support to the Army Force Generation; IMCOM is projected to assume responsibility for the Services and Infrastructure Core Enterprise (SICE). For IMCOM to prosper, transformation change must enhance the command's ability to fulfill its current mission and prove adequate for the expansive demands of the SICE.