HIELERAS OR DAY CARE: ADDRESSING ORGANIZATIONAL CULTURE IN U.S. CUSTOMS AND BORDER PROTECTION

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dc.contributor.advisorMatei, Cristiana
dc.contributor.advisorAten, Kathryn J.
dc.contributor.authorHenry Pearson, Cassidy R.
dc.contributor.departmentNational Security Affairs (CHDS)
dc.date.accessioned2024-11-01T19:14:16Z
dc.date.available2024-11-01T19:14:16Z
dc.date.issued2024-09
dc.description.abstractOver the last 20 years, the global external environment shaping U.S. Customs and Border Protection (CBP) operations has drastically changed. The number of migrants seeking entry to the United States at the Southwest border has skyrocketed and includes more children and family units instead of single males. This thesis explores how CBP can adapt its organizational culture to better align with the shift in the external environment to improve juvenile detention conditions. It analyzes the external environment using a Political, Economic, Social, Technological, Environmental, and Legal (PESTEL) framework. Then, it examines the CBP’s organizational culture, focusing on its artifacts, values, and basic assumptions. CBP has a traditional, paramilitary culture focusing on protection and security, not the caretaking of minors; traditional in both the long history of CBP as a law enforcement organization and an organization with a conventional structure. Due to environmental changes, CBP must adapt and leverage its organizational culture to meet a broader mission. This thesis ultimately concludes that leadership in CBP needs to recognize the need for change and adapt to the new environment. It can adapt by making lateral connections between internal components, changing the way it recruits to focus on other mission sets (not just protection), and modifying the language used by employees.en_US
dc.description.distributionstatementDistribution Statement A. Approved for public release: Distribution is unlimited.en_US
dc.description.serviceCivilian, Department of Homeland Securityen_US
dc.identifier.curriculumcode692, Homeland Defense and Security (Hybrid)
dc.identifier.thesisid40301
dc.identifier.urihttps://hdl.handle.net/10945/73327
dc.publisherMonterey, CA; Naval Postgraduate Schoolen_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.subject.authorCBPen_US
dc.subject.authororganizational changeen_US
dc.subject.authororganizational cultureen_US
dc.subject.authorjuvenilesen_US
dc.subject.authordetention conditionsen_US
dc.subject.authordemographic changeen_US
dc.subject.authorchange managementen_US
dc.titleHIELERAS OR DAY CARE: ADDRESSING ORGANIZATIONAL CULTURE IN U.S. CUSTOMS AND BORDER PROTECTIONen_US
dc.typeThesisen_US
dspace.entity.typePublication
etd.thesisdegree.disciplineSecurity Studies (Homeland Security and Defense)en_US
etd.thesisdegree.grantorNaval Postgraduate Schoolen_US
etd.thesisdegree.levelMastersen_US
etd.thesisdegree.nameMaster of Arts in Security Studies (Homeland Security and Defense)en_US
relation.isDepartmentOfPublicatione769687a-13cb-4eed-90f8-88ecc27b5855
relation.isDepartmentOfPublication.latestForDiscoverye769687a-13cb-4eed-90f8-88ecc27b5855
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