According to Kettl (2015, p. 137), “Politics and performance become intertwined in charting what agencies do, how they do it, and how they might work better.” There are three organizational values which tend to determine how agencies operate: neutral competence, executive leadership, and representativeness. Both executive leadership and neutral competence are repeatedly displayed throughout the case study. Executive leadership is described by Kettl as (2015, p. 137), “The quest for executive leadership calls for a strong elected executive…and strong and loyal department heads, all political chosen. It also calls for a strong hierarchy that ensures the responsiveness of organizational units to the elected executives policy priorities.” Strong …show more content…
She was chosen by the Mayor to achieve a specific set of goals which included developing better relations with customers, handling environmental controls more efficiently, and overall making the department a more professional environment to work (Brock, 1996a, p. 1). Taking the initiative to conquer the goals at hand by conducting an investigation to ensure that regulations were being followed by her employees, Reardon was efficiently responding to the Mayor’s imminent priorities. This bureaucracy also displayed neutral competence as it had not let any outside interference undermine what Reardon had been trying to accomplish. The mayor allowed for Reardon to do what she felt to be necessary, while also reframing from commenting to the press about the situation. Reardon had not let any outside or external pressures influence her, thereby allowing her the opportunity to communicate openly and honestly with her employees of the circumstances and conduct a reasonable and fair …show more content…
Presently, in the United States, there are four administrative reforms which can be utilized when trying to address change in an organization. These four basic approaches are downsizing, reengineering, continuous improvement, and transparent performance. The continuous improvement reform focuses on a continuous, steady, bottom-up approach in order to motivate employees to produce better results. In the case study, Reardon wants to clean up the department and provide better results to the citizens. Nevertheless, given the continuous misconduct from managers prior to her arrival, many of her employees were quite frustrated. In order to bring about change within her organization, Reardon focused her attention on the continuous improvement approach. As Al Gore did in the National Performance Review, Reardon sought out information internally from rank and file employees about the possible allegations and solutions to their internal problems. According to Brock (1996a, p. 3), “For Reardon, looking the other way was not a sufficient response…In this instance, she felt, from some visits she had made to the troops, that the line employees also wanted more objective standards applied to everyone’s work assignments.” To be more responsible as a whole organization,
Once chief Robin Richardson was in command she made the decision to change the organizational structure within the police department. MPD chief Richardson made the decision the change the police department 's centralized organization structure to a more decentralized structure that relies on employees to communicate information to make decisions and recommend changes” ( Textbook, Chapter 10). MPD chief Richardson decisions to change the “organizational structure was to accommodate the dramatic shift in performance culture”( Textbook Chapter). MPD chief Richardson felt that the traditional functional organization structure under the vertical hierarchy has lost sight of MPD organization mission. Chief Richardson wanted to create an organizational structure that provides certain levels of autonomy, that allows employees to make decisions based on their individuals discretions. MPD chief Robin Richardson considered a “divisional organization a design structure that groups processes and jobs based on clearly defined market segments or geography”( Textbook Chapter 10). Chief Richardson considered “divisional organization structure that allows decision making to take place at the divisional level by managers, and differences of opinion would be resolved without depending on the chief. Chief Richardson felt that this design was leaning more toward what she visualized for the MPD: a centralized, horizontal organization” (Textbook chapter 10). According to the text, chief Robin Richardson “finally decision was to create a matrix organization, a design structure that facilitates horizontal integration and collaboration. A matrix model combines elements of both the functional and the divisional organizations, has dual lines of authority, and is designed to encourage the sharing of information. Robin felt that by using this model, the reporting line would shift
In conclusion, the Rampart scandal was terrible for LAPD’s image and reputation, it was terrible for the people who were harassed by the police, and it was bad for the officers who were sucked into being corrupt and unethical. Throughout this paper there is a resounding aspect of supervision. With better supervision there may be some dislike, but it will keep the department in order and it will create the cohesiveness that a department needs to be successful.
The city’s budget crisis was not a surprise, the City Manager had forecasted the shortfall and brought it to the attention of the city council. Based on the organizational structure, the City Manager clearly had more knowledge and information about the city’s budget, which was his source of power. However, the city council actually controls the resources (money in this case) and how and where to distribute the resource. Both, the City Manager and city council possess authority and power that neither want to relinquish; as a result, the employees suffered. Smithville city leaders needed to come together at the onset of the budget crisis and work together in a direct democratic fashion. When leaders come together and synthesize facts and resources, organizational members can increase the power they exert within an organization (Morgan, 2006). The budget crisis could potentially have been avoided had city leaders made an appeal to the public, explained the situation and offered a reasonable solution to the problem. Moreover, the transparency would have relieved some tension between the City Manager, city council, and the three labor unions. Because the city was not transparent and forthcoming with union leaders, the city negotiators enter the negotiation process giving members false hope of receiving salary and benefit increases when there were none to give. In summary, given the current situation, the City Manager needed to exert his expert power on the budget issue, join alliance with the union leaders, and push the city council to change city charter to implement the sales tax, which would have potentially off-set the budget
... of the problem or coming to the attention of the toxic leader? In truth he does not, keeping documentation of personal experience is about all he can do, it will require many courageous officers doing this same thing, and coming forward as a group, to hope to affect any positive impact upon the situation. Moreover, such actions will, given the distrust engendered in a toxic working environment, likely be perceived by the receiving authority as ‘mutinous,’ or, equally ironic, as placing individual interests ahead of those of the agency.
Although that gives the report a sometimes odd tone, defending a system that it admits failed badly, it also provides for some of the document's most evident soul-searching. One passage in particular warns of the consequences when police let down their guard. "Essentially, many of the problems found by this [Board of Inquiry] boil down to people failing to do their jobs with a high level of consistency and integrity," the report states. "Unfortunately, we found this to be true at all levels of the organization, including top managers, first-line supervisors and line personnel. Clearly, pride in one's work and a commitment to do things correctly the first time seems to have
Effectiveness of organizations depends on various factors. Nonetheless, it is firmly believed, by most practitioners and behavioural scientists, that leadership is a phenomenon which is crucial in achieving this goal (Yukl, 2013). As leadership is contextually bound, it cannot be completely understood from a single perspective. There are other elements that must be considered in order to do so, such as: the leader, the follower, the context and the interactions among them (Rumsey, 2013). The topic is even more fascinating in regards to the fact that most individuals are in some way a leader, a follower, or both. Despite the fact that most of these relationships go without particular notice, others have tremendous influence on the today’s world.
I will break my paper into three parts. In the first section, I will explore a case example of the problems of police accountability in Oakland, and argue that there is a need for change. Second, I will look at two tasks – tasks #24 and #34, which I chose to evaluate the departments’ efforts to make reforms that are aligned with the accountability-based police structure. Next, I will look at cross pressures and organizational change principles (Fe...
Kim and Mauborgne (2003) suggest that it is critical to adjust the employees to accept change and to identify how change can happen with limited resources. They also noted, “Many CEOs recognize the importance of getting employees motivated to make changes, but they make the mistake of trying to reform incentives through the whole organization.” In their article, they described how Bratton was able to solve the motivation problems at the police department. To clarify, Bratton recognized that key influencers at the police department could work to his advantage in implementing change. He also recognized that he only needed to motivate these key influencers because they “act like kingpins in bowling: when you hit them just right, all the pins topple over (Kim & Mauborgne,
...ure tends to be the reason for the misconduct, then changing it is an important aspect. Finally, a department needs ethical leadership. If strict and fair discipline is involved, then potential misconduct is deterred from view (Pollock, 2012).
Robert Peel’s historical policies clearly reflect on the importance of independently demonstrating professional behavior and actions to maintain public acceptance, without lowering those standards under the influence of opinion and pressure (Ortmeier & Edwin, 2009, p. 3). Therefore, a self-policing environment supports leading by example and the willingness of each individual to report misconduct regardless of the perceived professional and personal consequences (Ortimier & Meese, 2010, p.
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines
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
Although some people treat the term's "manager ship" and "leadership" as synonyms, the two should be distinguished. As a matter of fact, there can be leaders of completely unorganized groups, but there can be managers, as conceived here, only where organized structures create roles. (Main, 1987) Separating leadership from manager ship has important analytical advantages. It permits leadership to be singled out for study without the encumbrance of qualifications relating to the more general issue of manager ship.
Leadership, without doubt, is a significantly important function of management. It helps to aggrandize efficiency and to fulfil an organization’s goals. Leadership is the ability of a manager to induce the subordinates to work with confidence, determination, courage and zeal. It is also defined as ability to influence a group towards the realization of a goal. Leaders should have the capability of developing future visions, and to drive the organizational members to want to attain the visions. This paper states my points in which I duly believe, justifies the importance of an outstanding leader in any organization.
The study of public administration only continued to grow over the course of the next two decades. As the study of public administration expanded, so did the development of s...