In year 2009, subsequent to over six years of practice and two negative audits, the president of Canada Border Services Agency is thinking related to beginning a reformation to ameliorate the manner the agency functions. Produced in year 2003 from three variant government departments, the agency has been liable for a wide range of activities indicated by the 90 acts and regulations that cover, for instance, border security, immigration, food and plant inspection, intelligence along with tax collection.
Ever-since its foundation, the agency has escalated substantially in the amount of employees, who are spread out throughout the nation in eight areas, the bureau has grown substantially since its founding; some of them are in unions which are expert in the use of the news media to safeguard their members' interests. The lack of up to date communication equipment and also the complexity of the organizational structure have resulted in an increased response time to matters that need prompt attention both within Canada and with international partners. No effort has been made to streamline processes; every important initiative thus far has been focused on ensuring that nothing from the present workload gets lost, procedures remain intact and stronger controls are put in place. The president's challenge is to decide how to initiate anticipatory change. He needs to prepare a detailed action plan if he desires before he leaves the changes to take effect and has a limited term.
PUBLICATION DATE: September 16, 2013 PRODUCT #: W13396-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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