Military Police contains information about military police functions in maneuver and mobility support, area security, law and order, internment/resettlement, and police intelligence operations.
Issue link: https://militarypolice.epubxp.com/i/484012
52 MILITARY POLICE . 19-15-1 By Major Shawn M. Gralinski T raining With Industry (TWI) Program internships are very useful assignments that greatly assist in developing leaders and shaping new perspectives. Regardless of the exact nature of the position, TWI intern- ships can impact general managerial skills and professional and branch knowledge bases. The key aspects of the TWI Program consist of— • Developing situational awareness and in-depth perspec- tives. • Presenting personnel management as a leadership func- tion. • Enhancing branch-specifc skills. An internship with the Siemens Corporation is an excel- lent way to develop the tangible and intangible skills neces- sary for military police offcers. Quickly and aggressively developing a complete pic- ture of the operating environment is critical for Soldiers. The TWI internship at Siemens requires that the intern gain a rapid understanding of the corporation, which con- ducts international opera- tions similar to the global operations of the U.S. Army. Siemens employs about 360,000 personnel and is nearly 170 years old—rivaling the Army in size and experience. Furthermore, Siemens and its sub- sidiary corporations possess more than 500 facilities in the United States alone and the corporation is present in 190 na- tions—arguably encompassing a larger footprint than the Army. Like the Army, Siemens must conduct global opera- tions; however, Siemens has the added requirement of pro- ducing a proft. The corporate mission is further challenged by competition; the demand for research and new-product development; crime; government relations; and the evolving world political, economic, and social situation. A TWI intern with Siemens must process, understand, and adapt to an organization with an experience pool, climate, and philoso- phy that rivals the Army, but which has a totally different perspective and outlook. One way in which the Siemens approach is vastly dif- ferent from that of the Army is that Siemens rapidly in- troduces or removes levels of hierarchy and supervision, thereby affecting individual positions or entire geographic executive organizations. This creates a much more and effcient command structure from which employees can seek information. Another difference between the Siemens approach and that of the Army involves the risk assessment process. Although Siemens conducts traditional risk assess- ments, the primary tool used for the assessments is the as- set classifcation and protection process. In terms of risk and asset criticality, the results are much different than those valued by government agencies. Often, the most critical Sie- mens assets are those that are unique or have large produc- tion capacities and directly impact revenue. Understanding and adapting to differences such as these require a para- digm shift. Siemens originated as a German company; however, it successfully globalized and has thrived around the world despite international uncertainty, and geopolitical change. The corporation holds more than 60,000 global pat- ents, helps meet one-third of America's energy needs, pro - cesses more than 230 million medical transactions per day, purifes one in every 10 glasses of water consumed in Amer- ica, and is the No. 1 provider of light rail vehicles in North America. These achievements a Siemens leadership philosophy and method of minimizing friction in the operating environment that TWI interns and the Army should consider and under- stand. Siemens employs citi- zens from nearly every nation, and the total number of em- ployees is greater than the number of personnel in the U.S. Marine Corps, Navy, or Air Force. Siemens managers and personnel are extremely and highly adaptive. The company is skilled in hiring and training leaders who pro - duce results and in removing personnel who do not meet requirements or who exhibit poor performance. TWI interns involved in Siemens leadership and training methods learn innovative skills that can be used to support their superiors, peers, and subordinates. Siemens is also adept at exercising the leadership and management process of rightsizing, which is used to reduce personnel assets and optimize the corporation during pe- riods of economic constraint by creating the best solutions possible using available and authorized employees. Despite reductions, employee morale remains high, employees con- tinue to produce highly desirable outcomes, and the cor- poration continues to deliver equal or greater capabilities. Siemens has adroitly and appropriately developed overall employee populations to achieve $102 billion in revenue for Internship at Siemens "A TWI intern with Siemens must process, understand, and adapt to an organization with an experience pool, climate, and philosophy that rivals the Army, but which has a totally different perspective and outlook."