DEFENCE
MANAGEMENT
DEFINING DEFENCE MANAGEMENT
There is on Universally agreed definition of defence management, but it simply encapsulates the idea that defence organisations need to turn defence policies into practice and in doing so to develop appropriate and sustainable planning mechanisms, support systems and Infrastructure.
More than half a century ago, defence was identified as a public good produced by a democratic government on behalf of people. About the same time the scientific world discovered the government are by their very nature inefficient procedures of public goods. The question then became how the governments can provide defence in a more efficient manner, and part of the answer was to introduce managerial practices of defence. In turn management may be described as science, or the coherent way an organisation is acting in order to meet its objectives in given conditions, in an effective and efficient manner by adequately performing the functions of planning, organising, leading and controlling.
The modernisation of the defence sector is another central challenge for governments in the Euro. The Atlantic community has been facing this problem for at least a decade. Some nations are concentrating on transforming their armed forces to better respond to the new security challenges of the 21st century. While others are undertaking more ambitious overheads of the entire domain of defence under the goal of building new defence institutions, especially the nations that recently transitioned from communist to democratic regimes or that are still in the final phase of this transition. All these states have strategic expectations from security and defence sector reforms, rightfully considering the success of these reforms as fascinating their integration in the Euro-Atlantic community and enhancing their people's security and prosperity.
The achievement of these strategic goals requires better distribution of constrained public resources, a more efficient way of utilising these resources and a more visible and accountable outcome of government programmes, including defence programmes. In more and more nations, the public administration is replacing its rather inflexible and highly bureaucratic form of working on behalf of the public with a more flexible and accountable public with more nations, the public administration is replacing its rather flexible and accountable public sector management. The question then is how government can ‘Product defence’ in a more efficient manner part of the answer is seen in the introduction of good managerial practices from business sector in defence, where the achievement of expected results in a competitive environment is paramount for the survival of any organisation.
The NATO-EAPC iritative in the field of partnership cooperation entitled partnership action plan of defence institution building (PAP-BIO) may offer a good example of combining of national incentives for reforms through better institution of defence with International interest in supporting such a programme part of this initiative deals directly with the concept of defence management. One of the objectives stated in the PAP-DIB document, namely objective five calls for the nations embarking on building defence Institutions to “develop effective and transparent to optimise the management of defence ministries and agencies with responsibility for defence matters and associated force structures including producers to promote interagency cooperation while obj nine deals with management of defence spending.
In a managerial sense, planning is different from planning of military operations yet it has a direct impact on force development of procurement of major military equipment. Managerial planning implies both focussing on the ultimate goals as stated in relevant policies and flexibility in achieving their goals. Also in a managerial sense,organising implies bringing flexibility to rigid structures by organising work processes within these structures instead of re-organising the structures themselves. As it turns out, leading implies both assuming responsibilities and degergating demands of the decision making process, which differs from the well established command chairs in the armed forces. Controlling means mostly to keep track of development and intervene whenever necessary to refocus staff on objectives.
On the other hand, defence management does not substitute the specific military process of planning and conducting military operations of acquiring combat readings. What defence management can do is join up people within the defence organisations with training for missions, with equipment and support for better accomplishment of the defence objectives & missions.
As an institutional process the management of defence is situated between policy formulation and actual command and control of military forces. It should address area of action such as defence resource management, personnel management, acquisition management where during defence policy implementation it is likely that inherent uncertainties require higher flexibility and subsequent decision and unexpected problems might occur, requiring proper identification and appropriate solutions.
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