Department of the ArmyDirectorate of Emergency Services

Fort Hood, Texas

Michelle Jones

FORT HOOD DIRECTORATE OF EMERGENCY SERVICES

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.

Fort Hood DES/Police DepartmentStructure

Gam e Law Enforcem entAnim al Control

Gam e W ardens Branch

M P Desk/911 OperationPolice/Em ergency Com m unicationNational Crim e Info Center Program

Desk Operations Branch

Traffic Investiga tion

Traffic Branch

Police Patrols

Patrol Operations Branch

Com m unity PolicingPolice Patrols

Com m unity Policing Section

Law Enforcem ent Division

Evidence ControlPolice InvestigationReporting/SIR

Civil Police Liaison

Po lice L ia iso n Section

M PI Branch

Coordination w /CID

Police Intel Branch

K-9 Support

M ilitary W orking Dogs Branch

Correc tions/Confinem ent Operations

Confinem ent Branch

Hom eland Security Task ExecutionAT/FP Task ExecutionLE Support to Contingency M issionUS CustomsDiscipline Control Board

Current Operations BranchSpecial Reaction Team

Operations Divis ion

Threat Assessm entNew Construction SecurityIntruision Detection SystemPhysical Security Program

Physical Security Branch

Installation Access Control

Cargo Inspection

M VA C IS In sp Se c tion

Access Control Branch

Security/Access Control Divis ion

Inform ation M anagem entPropety Book AccountabilityQuality Assurance (Contracts)

Data Information Branch

Vehicle RegistrationW eapons Registration

Vehicle Registration Branch

AW O L/Deserter Apprehens ion

AW OL Apprehension Branch

Court LiaisonM P Records M anagem entPost Revocation

Records Branch

Police Services Division

Fire ProtectionFire Suppression/O perationsEM T (by default for DACH)HAZM AT Teams

Fire Protection Branch

CBR TeamsTraining

Training Branch

M ILCON ReviewAlarm M aintenanceFire Prevention

Fire Inspection Branch

Fire Division

D irecto rate o f Em erg e n cy Services

Fort Hood DES/Police Departmentcharacterize its culture?

What is Organizations Culture:

•A set of common understandings around which action is organized, . . . finding expression in language whose nuances are peculiar to the group (Becker and Geer 1960).

•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).

•The deeper level of basic assumptions and beliefs that are: learned responses to the group's problems of survival in its external environment and its problems of internal integration; are shared by members of an organization; that operate unconsciously; and that define in a basic "taken -for-granted" fashion in an organization's view of itself and its environment (Schein 1988).

Overall Effectiveness In the processing phrase

Lack of Understanding

Different Assessments

Self Interest

Low Tolerance for change:

Employee isn’t exactly sure what the organization changes entail there is going to be a degree of hesitation to comply

Employees were not involved in the decision making process

“How will this affect me personally”.

Fear the unknown

The Phrase of Organization Change

The Transition Phrase

•Identifying priorities•Identifying & minimizing resistance to change•Identifying personal strengths, needs and resources•Communication in the transition phase

Prioritization

The goal of this phase is to understand the change process and the steps needed to move through itDealing with grief and loss issues“Normalizing” changeCommunication in the ending phase

Ending

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.

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