Organizational analysis of the United States Army evaluation center
Murter, Elizabeth C.
Naegle, Brad R.
Yoder, E. Cory
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This study of the U.S. Army Evaluation Center (AEC) used an organizational systems framework to analyze factors related to strategy structure, processes and results experienced at AEC during fiscal year 2013. The researcher’s experience, coupled with existing survey data collected from established questionnaires, interviews and authoritative information sources, was used to analyze AEC as a system. The Organizational Systems Framework model used for this Joint Applied Project served as an excellent diagnostic tool to identify improvements to increase efficiency and effectiveness. Organization system analysis using the OSF model was successful in providing a baseline and key information required to design AEC for the future. It is recommended that AEC continue using the OSF to identify future improvements; focus on the factors that are within AEC’s control to change (i.e., throughput factors) and focus on the factors with the greatest improvement potential. The organizational analysis showed that AEC achieves a fairly strong level of congruence between the inputs, throughputs and results. However, there are two areas where congruency among the factors is assessed as weak, and 19 areas where congruency among the factors is assessed as average. Recommendations to improve organizational performance were provided as a result of the analysis. Although this research was successful in analyzing AEC as a system, many of the findings, recommendations, and conclusions drawn in this paper warrant dedicated and more in-depth quantitative analysis or consideration from different perspectives.
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