Model-Based Organization Analysis and Design for an ESG Organization

• Main Authors: Meirina, Candra, Yu, Feili, Pattipati, Krishna R, Kleinman, David L
• Format: Report
• Language: English
• Subjects: ADAPTATION; Administration and Management; AGENT-BASED SIMULATION; BRIEFING CHARTS; COMMAND AND CONTROL SYSTEMS; Computer Programming and Software; COMPUTERIZED SIMULATION; COORDINATION; DDA(DISTRIBUTED DECISION-MAKING AGENT); DECISION MAKING; ESG(EXPEDITIONARY STRIKE GROUPS); INTEGRATION; JOINT MILITARY ACTIVITIES; LEADERSHIP ASSIGNMENT; MARINE CORPS OPERATIONS; Military Forces and Organizations; Military Operations, Strategy and Tactics; MISSION PROFILES; MODEL-BASED ORGANIZATIONAL DESIGN AND ANALYSIS FRAMEWORK; NAVAL OPERATIONS; Operations Research; ORGANIZATION THEORY; SYMPOSIA; TASK FORCES

The concept of Expeditionary Strike Groups (ESGs) arose to satisfy the requirements of global war on terrorism (GWOT), when it was realized that surface warfare capabilities were needed to complement the capability of the Amphibious Ready Groups (ARGs). The addition of cruiser (CG), destroyer (DDG), frigate (FFG), and submarine (SSN) assets to those of an ARG, which include an amphibious assault ship (LHA or LHD) with a Marine expeditionary unit (MEU), a dock landing ship (LSD) and an amphibious transport dock ship (LPD) provide the ESG with a highly mobile, self-sustaining force. This addition also provides the capability for an ESG to deploy independently, as well as a part of a larger joint force. The primary goal for the introduction of ESG organizational concept is to find suitable ways to integrate the Navy and Marine forces. These include exploring evolving non-traditional C2 structures, and developing the corresponding new capabilities (including introduction of new offensive and defensive weaponry). The merger between the two forces and the resulting C2 philosophy has to take into account various operational and cultural issues. In this paper, we propose systematic, but somewhat simplified, analysis of an ESG organization that allows us to abstract the mission environment, and to glean various organizational issues of interest via a model-based organizational analysis framework. The heart of the proposed framework is the utilization of an agent-based simulation to capture key organizational processes, and identify strengths and potential limitations of an organization. Based on the assessment, a set of recommendations are put forth to mitigate the potential limitations. This approach is an extension of our model-based organizational design and analysis framework, wherein an organization and its mission environment are abstracted in terms of three modeling components: decision-makers (DMs-C2 nodes), assets, and tasks. Prepared in collaboration with the C4I Academic Group, Naval Post-graduate School, Monterey, CA. Presented at the Command and Control Research and Technology Symposium held in San Diego, CA, on 20-22 Jun 2006 and published in proceedings of the same. The original document contains color images.