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Essays on organizational change management
Culture’s Critical Role in Change
Culture’s Critical Role in Change
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Manage Organizational Change
This paper is an attempt to articulate the organizational change that is taking place within the Police Department and how the existing norms, culture, and organizational profile affect the desired change, as well as the resistance to change that might be affecting the change agent and the personnel affected by the change.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Organizational Profile
In the image below you see the organizational chart that depicts the department and its separate divisions, as well as who is in charge of what department, and what personnel. It is plainly obvious that the chief is in charge of only the administrative personnel, and the deputy chief, as well, as the volunteers. The chief answers directly to the city manager, the deputy chief answers directly to the chief.
The deputy chief of the department is the primary change agent within the department, and he is simultaneously running the day-to-day operations and managing the sergeants and patrol personnel. This basically overloads the deputy chief and takes away time and focus from his job as being primary change agent within the agency. Any manager, administrator, or consultant would quickly tell you that there are too many ancillary duties and primary duties to allow consistency, and/or accuracy with the change agent. T...
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...e heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business School Press.
O'Reilly III, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: a profile comparison approach to assessing person-organization fit. Academy Of Management Journal, 34(3), 487-516. doi:10.2307/256404
Pearce, C. L., & Herbik, P. A. (2004). Citizenship Behavior at the Team Level of Analysis: The
Effects of Team Leadership, Team Commitment, Perceived Team Support, and Team Size. Journal Of Social Psychology, 144(3), 293-310.
Powell, F. A. (1965). Source credibility and behavioral compliance as determinants of attitude change. Journal of Personality And Social Psychology, 2(5), 669-676. doi:10.1037/h0022724
Vigoda, E. (2000). Internal Politics in Public Administration Systems. Public Personnel
Management, 29(2), 185.
221). As Tansik and Elliot pointed out the relationship and individual’s ‘in a higher level in which the organizational chart includes their job descriptions and title of commanding position. Additionally, the figure also suggests that the chain of command organizational highlights that the sheriff’s office is embodying the military style rank structures of hierarchy. Unlike the chief of police in Tampa, Florida, who has to report to the city manager or the Mayer, Sheriff Gee, however, is in charge of the entire County, and at the same time overseeing both the sheriff’s office operations and the detention department. As he is an elected official he is the “chief law enforcement officer of the agency” (P. 243). On the other hand, the appointed chief deputy/undersheriff is José M. Docobo, is the single commanding officer with the blessing of the Sheriff’s and overseeing the entire operations. (P.
The sergeant and lieutenant are the leaders of the other deputies and are in charge of making sure everything is running smoothly. Its always a good thing to have experienced leaders that the others can look up to and learn from. This is a very important role for leadership.
The intent of this proposal is to examine what causes disagreements in the undercurrents of a team player of an organization, work place, educational institutes, and community groups. By identifying the team player undercurrents and understand positive and negative outcomes that may occur due to the team player disagreements in the environment.
As a formal organizational structure, WCSD’s power as an officer is those rights inherent in one’s position. Trained and deputized by the Michigan Law Enforcement Training Council (MLETC), power and authority is given to a sergeant to carry out job responsibilities as a certified officer. This includes the right to protect and serve the community and carry out the policies and procedures of the organization. According to Gomes-Mejia and Balkin (2002), “Centralization means that decision authority is located at the top of the organization hierarchy” (p.236). Decision-making by the officer and civilian staff is minimal. Thus, centralized power means that the majority of the decision-making, power and control is at the executive level.
There are many law enforcement agencies that have an outlook on new innovations, or that have personally experienced new innovations. The term innovation is considered to be something new, something progressive. It is consider being a better way to transform or improve a situation. Northeastern University police departments’ values relates with the meaning of innovation. Their department values show how to improve and get involve with the attribute of life, and how keep the community protected. There are several ways to achieve those standers like focusing on their duty, honor, pride, and ethics. These values have the ability to flourish into new innovations . Northeastern University police department such as other police departments take
Police agencies put many policies and regulations in place to make sure that their officers are safe on the streets and that everything is done correctly to avoid dangerous or legally troublesome situations. These policies are made by the highest ranking officers in the department. A system known as the “chain of command” was instituted to ensure that all policies are followed in the department and to allow officers to focus on their individual responsibilities. The Chain of command is a series of administrative or military ranks, positions, etc., in which each has direct authority over the one immediately below (dictionary.com). With each new rank comes new responsibilities and duties that must be done. Each rank has direct responsibility for the ranking officers below them. This allows for a more structured and disciplined department. Lower ranking officers can bring smaller issues to a superior such as a sergeant instead of going directly to the chief, allowing the chief to focus on bigger things in the dep...
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
There are many similarities between a police and correctional middle manager in terms of job duties, functions, and authority. According to Hess and Orthmann (2012), “The role of middle management is to turn the values, philosophies, principles, policies, and strategies into some form of action to achieve desired results” (p. 79). A middle- manager in a large municipal police department such as the Houston Police Department is the equivalent of a lieutenant. A police lieutenant is often the link that connects sergeants and police officers to senior ranking officials (Tucker, 2015).
Community policing has been one of the most popular programs in police departments not only all over the United States, but also throughout the world. More and more departments are implementing community policing, team policing, problem-oriented policing, neighborhood- oriented policing, or other similar programs as we speak. Yes, the term "community policing" does sound very attractive to most citizens and many officers, but the important question is whether the programs are effective or not in the communities in which these departments have implemented community policing.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
In order to understand the attitudes towards police work and the actions of police officers one can make use of the Structure-agency debate which has three distinct perspectives; structure, agency and structuration. This essay shall argue which position is best to apply by drawing on sociological theories and concepts.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
When taking on the position as a Police Chief with a team of 150 sworn officers, it would be my duty to ensure the safety of my guys as well as to change order so that the community would have good communication with our department.
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
The leader directs the patrol and assigns duties/tasks based on individual skills and training. The patrol leader will be