COG Identification Report

2.3 Implement operation plan within own area of responsibility; The operational plan that I have submitted is from my area of responsibility, this has been devised by using the organisational strategy and working out my areas on responsibility. This allows me to have an end goal and then I need to plan how to achieve it. Once this is done I can work out a step by step plan of what needs to be done and by whom. This is all added to the plan along with any other obligations that will arise like staff supervision and appraisals and monitoring. I can then arrange the plan so that it is ordered by

“The outcome of the research phase is not only consensus about the facts of the organization and its environment; it also gives focus to the next step, that of formulating the organization’s vision for itself” (Berman, 2006, p. 70). Organizational mandates and the type of stakeholders that need to be engaged are often identified prior to developing mission, vision and values. Once an understanding of mandates and stakeholders are clear, then the design phase can continue. The MDHHS strategic planning team and its designated stakeholders develop statements to describe what the department does and why it exists, decides upon principles and beliefs that will guide the continued work of the department, and a statement of the ideal future state based on the work the department intends to do (mission, vision, values, respectively). In addition, the information collected in the research phase is compiled and assessed and any additional data needs are identified and summarized. Organizational strengths and weaknesses and external opportunities and threats (SWOT) or challenges (SWOC) are identified in this phase (Berman, 2006, p. 71).

Joint Planning Process is a seven step, analytical process providing an orderly approach to planning at any organizational level and at a point before and during joint operations. The focus of JOPP is on the interaction between a military commander, staff, and commanders and staffs of the next higher and lower commands. The ultimate goal of JOPP is the completion of an operational plan or order, the process is ongoing as a unit must continually plan and produce operational plans, orders and fragmentary orders for future operations and to make adjustments to current operations.

We move on to the q 1 - regarding the six key elements of organizational design to analysis what decision Buckman Labs has made. What are the Six Key Elements of Organization Design? The six elements are Work specialization, Departmentalization, Chain of command, Span of control, Centralization / Decentralization and Formalization .

The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).

I think the Joint Doctrine definition is too abstract, however, is not necessarily meaningless. I would say in addition to portions of the current definition, it should state how the center of gravity (COG) applies at a specific level. The relative level of operation should provide clarity to what COG means at each level of targeting or planning. I feel that if this was articulated it may solidify the definition and be easier to digest. I have perused several different articles on this subject, however, I find it easier to outline my opinion based solely off the classes we have received this past week.

Organizational design is defined as a functional, divisional, and matrix structure in an organization. For Boeing, a Metrix structure is used for stronger horizontal alignment for the organization, starting with the CEO, the matrix structure of Boeing flows downward to nine department heads who are senior vice presidents, these departments are listed as follow:

Organisation Design Ensures that the organisation is appropriately designed to deliver organisation objectives in the short term and long term and that structural change is effectively managed.

Mission analysis - Commander defines tactical problems and brainstorms possible solutions. This consists of 17 steps. The staff brief commander. Anticipation, trained staff, and preparation are primary to this stage.

The success of the economic agents depends on a multitude of forces, such as the managerial ability to combine and exploit the resources in an efficient manner, the ability to manage the labor force or the ability to develop positive relationships with the external stakeholder, such as the customers, the business partners, the public and so on. Still, while all these factors are crucial, they are merely adjacent to the core operational function which builds towards organizational success, namely the organizational operations.

The Operations Process is an organizational infrastructure created for commanders and their staffs to conduct a mission. It includes the major mission command activities of planning, preparing, executing, and assessing. These activities within the Operations Process do not create a rigid, linear set of tasks. Rather, each of the tasks overlap the others, making a fluid series of responsibilities rather than a step-by-step process. For example, in many situations it may be necessary to begin preparations whilst the planning phase is still underway to ensure the resources are available to

Imagine you are an OD practitioner brought into DuPont at the time of the Orion manufacturing operation closure. Describe the steps you would take to help manage this change based upon action research.

the Design of Goods and Services is fairly much of the transformation process in a firm. The design of process is extremely influential in determining decisions relating to business elements such as Cost, quality, human resources. Additionally, to survive in the business arena, a firm must design goods and services to meet the needs and wants of their customers (Heizer & Render, 2011).

4. As OHS is reviewed and changes are proposed the organisation must have in place documented processes to develop, implement, control, monitor and further improve these changes. For ABC Engineering this process can be summarised as follows:

Of the planning approaches outlined in the course text pages 123-129, the OCOG appears to address contingency planning, which is interactive, and strategic planning, a proactive form effective and