Department of Homeland Security
The department of homeland security utilizes resources at its disposal to coordinate the transition of multiple agencies into an integrated agency that is responsible for the protection of Americans in their homeland. The department provides its services to the federal government, states and local governments in the U.S. The success of the department in meeting its objectives depends on strategic planning and implementation (DHS, 2009).
Internal Controls
The strategic planning process involves various processes that must be integrated with all processes of an organization. It involves setting strategic goals, measurement of performance, integration, reporting and establishment of a good organizational culture. The strategies set during the planning processes must meet the set goals of the firm. The internal controls of the department of homeland security have led to the success of the strategic planning process of the agency. The organization has been able to use its internal controls such as plans, methods and procedures to meet the set goals such as fraud prevention. The management team of the agency monitors the implementation of the internal controls to ensure their effectiveness in meeting set objectives such as fraud prevention and ensuring the security of Americans (Aguilar, 2003).
Leadership
Leaders in the department of Homeland security make up the management team that formulates strategies and implements plans that aim at meeting set goals and objectives. Leadership in the agency takes the form of transformational leadership with the secretary Janet Napolitano leading as the rest of the team follows her example (Homeland security, 2011). Strategic decisions are made with the help of advisory panels and committees. In addition to strategy formulation, the leadership in the agency is responsible for the implementation of the strategies and the establishment of a good organizational culture of teamwork that enables the agency to succeed in strategic planning. The leaders forecast the budgets accurately while ensuring that the strategic plan is well integrated into the rest of the agency (Sherman, Rowley & Armandi, 2007).
Organizational culture
Every organization has a specific organizational culture that distinguishes the firm from other competitors in the industry. Strategic planning requires that an organization employ its best culture that is characterized by teamwork, expertise and cooperation. The Department of homeland security has a good organizational culture of teamwork that ensures that employees implement set strategies as a team. Another culture identified with the firm is the comprehensive recruitment of skilled employees. Skilled employees work in a team to ensure the success of strategic implementation in the agency. Good compensation and employee appraisal culture ensure that employees are well motivated to execute the tasks of the firm (Aguilar, 2003).
Structure
The organizational structure is the formal framework that divides tasks in the agency. It ensures that the employees are grouped based on different identifiable tasks. The department of homeland security is organized using organic structures that have decentralized power and authority. For instance, the agency has three organs that include department components, the office of the secretary and the advisory panels and committees (Homeland security, 2011). The organic structure is important for the achievements of the strategies set by the agency. The components of the firm have the authority to establish their own strategic goals and their implementation. However, the established strategic plans should be integrated into the strategic plan of the entire organization. Due to this integration, the DHS agency has been able to implement its strategic plan (Sherman, Rowley & Armandi, 2007).
References
Aguilar, O. (2003). How strategic performance management is helping companies create business value. Strategic Finance, 84(7), 44–49.
DHS, (2009). Internal Controls in the FEMA Disaster Acquisition Process. Web.
Homeland security, (2011). Departments, Subcomponents and Agencies. Web.
Sherman, H., Rowley, D.J. & Armandi, B.R. (2007). Developing a strategic profile: The pre-planning phase of strategic management. Business Strategy Series, 8(3), 162–171.