The integration is good. This is because the integration contributes significantly towards overcoming the challenges of customs administrations, which have emerged due to the current rate of globalization (Kieck 2010). As such, customs administrations have to be responsive in an effective manner. This is essential international trade experiences dynamics, global landscape faces complexities in functionality, and policy directions change. Therefore, the integration will contribute towards attainment of greater intellectual analysis and output, which is essential for border protection.
Integration at customs administration of my country will result in improvement of performance and cost reductions of border agencies (Gordhan 2011). Moreover, effectiveness of operations of border agencies is improved due to sharing of skills and knowledge and attainment of a common management strategy, which is focused towards attainment of success. The main challenge is that the integration may limit agency flexibility and cultural differences may hinder attainment of success of the integration. Another challenge would be the requirement of excellent communication, training, and leadership skills, which are essential for information and knowledge sharing and management (National Audit Office 2012). A final challenge is that some agencies may be created or dissolved without adherence to the underlying strategy. This indicates that strategic fit is a common challenge for the border agencies.
The advantages of the organizational model are that it contributes towards attainment of unity and common operational structure of the border agencies. Further, the model has the ability of improving client segmentation and risk identification and minimizing coordination cost (McLinden et al. 2011). Nevertheless, the organizational model has the limitations of facing considerable operational issues such as strategy formulation, implementation, and adoption. This is expected to occur due to differences in leadership styles, which are expected at border agencies. Moreover, changes, which are expected across various organizations, demand long lead times, which results in affecting the functionality of the organization model in a negative manner.
References
Gordhan, P, 2011. “Customs in the 21ST Century”, World Customs Journal, Vol. 1, No. 1.
Kieck, E, 2010. Coordinated Border Management: Unlocking Trade Opportunities Through
One Stop Border Posts. Available at <http://www.worldcustomsjournal.org/media/wcj/-2010/1/Kieck.pdf>
McLinden, G, Fanta, E, Widdowson, D, & Doyle, T, 2011. Border Management
Modernization. Washington: The World Bank.
National Audit Office, 2012. The UK Border Agency and Border Force: Progress in Cutting
Costs and Improving Performance. Available at < http://www.nao.org.uk/publications/press_notice_home/1213/1213467.aspx>
