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One of the questions in the fight against terrorism is whether the United States needs a counterterrorism domestic intelligence agency separate from law enforcement. Drawing on an analysis of current counterterrorism efforts, an examination the domestic intelligence agencies in six other democracies, and interviews with intelligence and law enforcement experts, this volume lays out the relevant considerations for creating such an agency.
This book is devoted primarily to papers prepared by American and Russian specialists on cyber terrorism and urban terrorism. It also includes papers on biological and radiological terrorism from the American and Russian perspectives. Of particular interest are the discussions of the hostage situation at Dubrovko in Moscow, the damge inflicted in New York during the attacks on 9/11, and Russian priorities in addressing cyber terrorism.
China's Security State describes the creation, evolution, and development of Chinese security and intelligence agencies as well as their role in influencing Chinese Communist Party politics throughout the party's history. Xuezhi Guo investigates patterns of leadership politics from the vantage point of security and intelligence organization and operation by providing new evidence and offering alternative interpretations of major events throughout Chinese Communist Party history. This analysis promotes a better understanding of the CCP's mechanisms for control over both Party members and the general population. This study specifies some of the broader implications for theory and research that can help clarify the nature of Chinese politics and potential future developments in the country's security and intelligence services.
With terrorism still prominent on the U.S. agenda, whether the country's prevention efforts match the threat the United States faces continues to be central in policy debate. One element of this debate is questioning whether the United States should create a dedicated domestic intelligence agency. Case studies of five other democracies--Australia, Canada, France, Germany, and the UK--provide lessons and common themes that may help policymakers decide. The authors find that * most of the five countries separate the agency that conducts domestic intelligence gathering from any arrest and detention powers * each country has instituted some measure of external oversight over its domestic intelligence agency * liaison with other international, foreign, state, and local agencies helps ensure the best sharing of information * the boundary between domestic and international intelligence activities may be blurring.
Improving how our government works is urgent business for America. In this book experts from the RAND corporation provide practical ways for government to reorganize and restructure, enhance leadership, and create flexible, performance-driven agencies.
Over the past decade, especially, U.S. Marine Corps (USMC) intelligence has had to tailor its organization to meet the evolving demands of the operational environment. This has resulted in a number of ad hoc arrangements, practices, and organizations. A broad review of the organizational design of USMC intelligence examined how to align it efficiently and effectively with current and future missions and functions.
Whether U.S. terrorism-prevention efforts match the threat continues to be central in policy debate. Part of this debate is whether the United States needs a dedicated domestic counterterrorism intelligence agency. To inform future policy decisionmaking, this book examines, from a variety of perspectives, the policy proposal that such an agency be created. These include its possible capabilities, comparing its potential effectiveness with that of current efforts, and its acceptability to the public, as well as various balances and trade-offs involved in creating such an agency. Reflecting the limits in the data available and the significant uncertainty associated with this policy area, if there is a unifying message from the study, it is one of caution and deliberation. In an area in which direct assessment and analysis are limited, there is a need to carefully consider the implications and potential outcomes of such significant policy changes. In doing so, examination from different perspectives and through different approaches -- to ideally capture a sufficient picture of the complexity to see not just the benefits we hope to gain from policy change but the layers of effects and interactions that could either help or hurt the chances of those benefits appearing -- is a critical ingredient of policy deliberation and design.
A Practical Guide in Five Steps Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment. But everyone hates them. No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way. Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small. It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.