Part IV Control Processes in Police Management. Chapter 15 Change. Learning Objectives. Understand the goals of organizational change. List the steps used to assess the need for change. Understand the process of designing and implementing change.
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Part IVControl Processes inPolice Management
The chief must have an abiding and energetic commitment to the values of the change.
The chief must be the institutional leader in the change by motivating and even manipulating the personnel.
The chief must defend the change once it is achieved.
Change is not likely to happen unless there is public support for it.
The police department has been deemed deficient.
Police-community relations have suffered because of misconduct, scandal, or other wrongdoing.
Morale in the department is suffering.
Identifying a performance gap
Recognition of a need for change
Creating a proper climate for change
Diagnosing the problem
Identifying alternative change strategies
Selecting the change strategy
Determining and operationalizing the implementation strategy
Evaluating and modifying the change strategy
The most important consideration is to make a change only when it will measurably improve the agency.
The larger the performance gap and the more important the area of performance is to the agency or the community, the greater the need for change.
The smart administrator is open to addressing the performance gap and is personally involved in fixing it.
Deals with the whole organization or divisions within organizations
Uses behavioral science research to improve leadership, motivation, and other factors
Is adaptive and flexible
Focuses on productivity and quality of life within the organization
Technostructural strategy focuses on organizational structure, workflow, task accomplishment, and performance
Human processual approach focuses on needs of employees and is directed toward improving communication and other group processes
Organizational structure and systems change
Organizational climate and interpersonal style change
Utilizes education, training, socialization, and attitude change as intervention techniques
Modifying actual organizational practices, procedures, and policies that affect what people do at work
Intended outcome is the creation of conditions that elicit and reward behavior that facilitates organizational goal achievement
Flattening the organization
The police serve, learn from, and are accountable to the community
Together, they are co-producers of crime prevention
Neighborhood police team
Utilizing civilians instead of sworn police officers in positions not specifically requiring the authority of a sworn officer
Allows police to concentrate on highly skilled police tasks
Civilians perform routine and communications tasks
Citizen advisory committees to police agencies
Police representation on existing community and government agencies
Neighborhood watch groups
Community action groups