The National Guard is part of the components of reserve Armed Forces in the United States. The public service organization is a reserve military force that consists of members of the National Guard military or units present in each state, including the territories of Guam. The National Guard of America is under the dual control of the federal and the state government. The organization can be mobilized for active duties by the federal government to supplement regular armed forces in times of national emergency or war declared by the Congress, secretary of defense or the president. According to Christensen et al. (2014), the National Guard functions as a state militia in each governor’s state. During the process of peacekeeping, the governor can use guard units for emergencies in local states such as forest fires, floods, specialized rescue operations, or even large civil disturbances. Thus, this paper discusses six major institutions or actors that might influence or affect the United States National Guard. The actors include legitimacy, institutional design, task property, limited statehood, political influence, and technological advancement. There is also a discussion of the statement concerning the actors.
Legitimacy involves empirical acts derived from the engagement of domestic actors that are either local audiences or national elites. In the National Guard, there is transitional governance in empirical legitimacy. Individuals governed or ruled accept the political and social order as appropriate and fair that enhances voluntary compliance. If there is no legitimacy, there is no success. The process of legitimacy creates simple tasks that need a limited number of interventions using a single actor. Task complexity influences the National Guard as the determinant of whether an external law enforcer or provider can be successful. Most complex tasks, such as adapting to current technology, require many interventions entailing several diverse entities. Rainey (2009) asserts that the easier the task, the more it would be provided. Also, institutional design links external actors like state or non-state, including various available resources. Hence, entities are more likely to succeed in the firm when adequately funded and less legalized and institutionalized. Appropriate resourcing with higher legalization procedures increases the possibility of service provision and effective state-building.
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Further, limited statehood illustrates that there is biasness in the implementation of the rule of law. It obscures the fact that certain states are not consolidated and classified by areas of limited statehood which receives limited security in terms of armed forces. The political influence based on groups’ interests that influence the organisation and interest groups formed by politicians compete for access to centers in governmental decision making. Hence, politicians’ delegates form authority that represents the interests of the firm to involve the processes of formal policymaking. Van (2013) argues that the advancement in technology has also created modern reforms in the National Guard. The most recent change is the development of w-services, which has enhanced the level of effectiveness and efficiency in the organization. The revolution of ICT has also influenced the transformation of a citizen about the National Guard administration through the improvement of security and service delivery. Rapid development and advancement in technology have made things complicated, and the internet is one of the examples. Individuals can commit crime through the internet.
Finally, the six issues are unique in every organization and its own culture. The external actors entail legitimacy, institutional design, task property, limited statehood, political influence, and technological advancement. A firm with a clear and defined sense of mission can explain itself by aligning with the positive external actors in each area of its development. Local, state, and federal changes in current law can also have a direct impact on the National Guard organization if their services become highly outlawed or regulated.
References
Christensen, T., Lægreid, P., Roness, P. G., & Røvik, K. A. (2014). Organization theory and the public sector: Instrument, culture and myth . Routledge.
Rainey, H. G. (2009). Understanding and managing public organizations . John Wiley & Sons.
Van Wart, M. (2013). Changing public sector values . Routledge.
