The President of the United States of America signed into law the Department of Homeland Security Act of 2002 in November 2002 (“ DHSA2002” ), creating a new United States government department which involved the largest restructuring of government in over fifty years. Over 150,000 employees in over 25 bureaus and directorates were a part of this new agency of the government and although the final structure of the Department of Homeland Security was to remain in flux, it was expected that the new department will act to band together the functions of widely disparate government entities in order to transform homeland security and provide a higher level of security to the Americans from a number of diverse threats such as nuclear, chemical, biological, cyber, radio, computer and electronic as well as providing protection from terrorists and protecting vital national infrastructure.
Homeland security referred to “ deterrence, prevention, and preemption of, and defense against, aggression targeted at U. territory, sovereignty, population, and infrastructure as well as the management of consequences of such aggression and other domestic emergencies” . It was reasonable to expect that the newly established agency will experience a certain level of turbulence as it grappled with its organizational complexity, opened up the flows of intelligence and transformed the culture associated with the government.
There was a need for change management as the agency worked to consciously align and exploit synergistic relationships among the homeland security elements of mission, self-identity, stakeholder roles and relationships, processes, and conflict management. Lessons were to be learned from the struggles which followed the establishment of such a large agency that had to take over the responsibilities of many other branches of the government and it was to be expected that certain organizational changes or improvements will be required to be made in order to create an efficient organization.
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