Change Management and Police

Organizational Change Provide a background analysis about the organization's internal and external environment (SWOT AND PEST) Organization -- W.A.

Police Communications (24/7 police operations call center) SWOT Analysis (Sheriff Grady Judd, 2013) Strengths Weakness Leadership Teamwork Communication Education & Training Technology & Equipment Job Security Benefits Vehicles Take Home Hiring Process and Standards Promotional and Transfer Opportunities The Economy and the Budget High Turnover Employee Shortages Unchanging Pay Scales Loss of Experts to Retirement Loss of Experts to Other Law Enforcement Agencies Obsolete Vehicles Consistency Morale Succession Strategy Inadequate Overtime Pay Loss of Grants External Opportunities Threats Training and Educational Opportunities Multi-Agency Collaboration Professional Certifications Grants Prospective Candidate Diversity Community Relations The Economy and the Budget Issues with Retirement System Fuel Prices Workforce Shortage/ Large Vacancies Crime Rate Rise Because of Economic Factors Growth of Inmate Population Comparison of Retirement Agency Pay to that of Other Agencies Lost Grants Sponsoring Unfinanced Mandates Civil Lawsuits Growth of Citizen Population PEST Analysis (Tony Williams, Bob King, & Jayne Lee, 2011) Main factors driving change in case of W.A.

Police Communications can be studied via PESTLE analysis: i. Political The call center might be required to participate increasingly in delivery of national-level services, without or with provision of additional resources. There is a likelihood of increased focus on joint services for improving efficiency, irrespective of the local political situation, indicating a rallying of the police and other law enforcement bodies. ii.

Economic Changes in economy can limit fund availability, curtailing ICT (Information and Communications Technology) investments; if a simultaneous improvement in organizational efficiency is expected, it would be highly challenging to fulfill those expectations. Technology department personnel would decrease in number, resulting in a skill deficit. iii. Social With population growth, a proportional growth will be witnessed in crime rate. The population is estimated to become increasingly diverse, a phenomenon that has information-related implications. Collaboration with global agencies and law enforcement officials will become vital.

A gap in skill level may become apparent between different generations of personnel. iv. Technological Using an information systems upgrading strategy, the W.A. policing systems/network will be connected to that of other police forces or departments in the nation. Storage and processing advancements using thin client, virtualization, cloud computing, and other advanced technologies will prove helpful. Lastly, digital storage growth poses considerable management opportunities and challenges. v. Legal Implications will arise for information review, sharing, storage, and disposal. vi.

Environmental Technology investment priorities have to cover opportunities of carbon footprint reduction, cost-savings via a Service Improvement Program, and information-sharing via the Public Protection Network. 2. Write a consultation brief to stakeholders to identify requirements and opportunities for changes that support organizational objectives. Several large organizations have now implemented matrix layout, with an aim to retain centralized functions' scale economies as well as geographic business unit flexibility. However, coordination in such arrangements is a tough task. Matrix intersection managers were subject to two bosses' orders, resulting in delays and disagreements.

Different process-directed departments continued to have issues with task alignment and coordination; silos are, after all, silos, be they functions (as in case of W.A. Police Communications), business processes, or product groups. For the W.A. Police's call center, the most effective means of structure and strategy alignment would be implementing a BSC (Balanced Score Card)-based organizational system. BSCs are valuable instruments in strategy execution and monitoring. Strategy maps facilitate description and communication of cause-effect relationships which deliver the value proposition of the unit.

Hence, BSC-based systems offer a common lingo as well as template to gather and disseminate value creation-related facts (Robert S. Kaplan & David P. Norton, How to Implement a New Strategy Without Disrupting Your Organization, 2006). 3. Which opportunities do you believe are a priority to change where you would require input from managers? Managers at the call center are required to satisfy the organization's and its workforce's expectations and needs.

In case of a conflict in these needs, which will transpire every now and again, managers are pressured by the organization as well as the workforce. A few change priorities requiring managerial input in case of W.A. Police Communications include (Elizabeth Bakken, 2006). 1. Training and Academic Opportunities. New personnel, particularly executives, have to work longer hours. Given the critical nature of the job (averting and tackling crime), this organization's new recruits will feel even more pressured. Their personal and professional lives may be impacted by stress.

The organization, in collaboration with managers, can identify appropriate training and educational opportunities for new recruits. 1. Community Relations. Given the purpose of W.A. Police Communications, sound community relations are especially crucial. The personnel of this high-pressure organization may have no time to cultivate healthy relationships with their internal (superiors, colleagues, etc.) and external (outside contacts, the W.A. public, etc.) communities. Expanding their network through scheduled informal lunch meetings, getting together on coffee breaks, etc. will help foster good community relations, and remain up-to-date with organizational and external developments.

Further, such relationships prove useful when seeking the help of other departments across the nation. 4. Develop an outline of a change management project plan for the priority changes incorporating resource requirements, risk management and timelines. For defining what the organization desires to attain with change implementation, it should know its current standing. Subsequently, precisely what direction it wants to head for and what course to adopt to reach there must be ascertained. Documenting the above will give rise to a strategic plan for change (John Crawford, 2013). W.A.

Police Communications can seek State assistance for ensuring success of the change project (Uttar Pradesh Police Department). Aspect of Change Management Plan / Outline Brief Resource Requirement The W.A. Police Communications management team must include resource costs for the planning, implementation, supervision, and evaluation phases of the change project, within the total project cost. Risk Management Geographic diversity, and computer skills and educational qualification variations among recruits, as well as time constraints are the key challenges for the organization. W.A.

Police Communications' management will be made in charge of developing a comprehensive recruit training program, materials and guidelines, defining user classifications and groups, and program administration. Timelines The change project plan will ensure provision of continuous, prompt, appropriate and applicable project-related information to organizational and outside stakeholders for acquiring their support. A comprehensive communication plan will be devised for the change program, in keeping with individual solutions' execution timelines. 5. Develop strategies to communicate or educate the changes and embed them.

Proper communication of plan, program, and goals to the workforce is imperative, to guarantee their cooperation and participation in organizational change. Canon U.S.A., which adopts the BSC approach, gives the term "democratizing strategy" for its internal communications processes. The organization actively fosters understanding of corporate strategy and its BSC through support functions and business units. Canon's strategy can work well for W.A. Police Communications.

However, just like strategy planning may be delegated to a separate department, the task of strategy communication may also be assigned by the W.A. Police call center to a special department organized for the purpose, like in case of the United States Army and Chrysler, which employ the Office of Strategy Management's services to communicate their strategy and BSC to the workforce. No matter which of the above strategies is utilized, W.A. Police Communications must ensure the Chief Executive delivers all strategy messages to employees directly (Robert S.

Kaplan & David P. Norton, The Office of Strategy Management, 2005). Proper dissemination is that which involves employees of W.A. Police Communications in the process of creating awareness, understanding or a commitment to act. Key points to consider in this regard are (Sally Harmsworth & Sarah Turpin, 2001): 1. The workforce will mostly be interested in knowing how change fits specific contexts and the implications of change on staffing, infrastructure, financing, quality assurance, future policy, etc. 1. Personnel may be overwhelmed by details that don't interest them. 1.

The management must consider quality dissemination, rather than quantity -- the purpose of a message must be borne in mind and the most effective mode of communication to satisfy that purpose must be utilized. 1. In case of a number of change projects in similar spheres, a risk of divergent or overlapping activities arises. Contacting other change project implementation leaders and considering efficient resource utilization would be highly beneficial to the organization. 6.

How would you obtain approvals and agreements on reporting protocols with relevant managers? The Police department and call center administrators shall report to their Chief, who will report to the City's Manager, directly, on all issues pertaining to the organization's and workforce's general conduct, governance, and efficacy. The presence of facts that establish a breach of the law, regulations, or rules, procedures or policies, verbal or written dictates, and special or general orders is sufficient to act as the base to initiate departmental discipline or corrective action (Fayetteville Police Department, 2016).

In case of proposed new department regulations, rules, procedures, and policies, as well as amendments to existing ones, proper channels will be utilized to direct proposals to the Grants and Accreditation Manager. This Official is in charge of coordinating policy processes and sending the proposal to the W.A. Police Chief for approval.

If the Chief does approve of any policy revisions, or of a new policy proposal, the Grants and Accreditation Manager will firstly create a formal draft (if missing) of the suggested policy, whilst simultaneously ensuring no part of the change is in disagreement with the national, territorial/state and local laws. he/she will then forward this proposed draft's copies to law enforcement leaders (stakeholders), such as Captains, Lieutenants, and Assistant Chiefs for their appraisal and feedback.

Certain corporate policy changes might need hardly any human resource commitment to effect change. Furthermore, a deadline needs to be determined for returning feedbacks on the proposal. It must be noted that the organization's management may choose to send the draft for review to personnel who may be impacted directly by the proposed change. After the return of all drafts, along with feedback, the Grants and Accreditation Manager will, if required, formulate amended versions of the draft to accommodate any valuable recommendations made through feedback.

These revised drafts of proposed change will be, once again, disseminated for final remarks. Subsequently, the Grants and Accreditation Manager will present the final proposal for the W.A. Police Chief's approval. If the Chief approves, the Grants and Accreditation Manager in collaboration with technical service personnel will coordinate communication of change to the entire workforce.

Another task for the Grant and Accreditation Manager is: indexing and removal of every departmental policy, written directive, and operational procedure issued, but subsequently annulled, by the Police Chief, as well as maintenance of records of policy appraisal and amendment. In case of other written communications, the issuing official is in charge of all required indexing, removal, and amendment, in addition to communication management. 7. How would you implement the plan including addressing barriers to change? A comparison of the new generation of personnel at W.A.

Police Communications and the veteran, Baby Boomer employee population reveals, clearly, that today's generation-related issues in the organization are about more than simply absorbing new recruits have different, modernized value systems, or about what strategy to adopt to inspire them. Instead, generational issues have now expanded to encompass the whole organization, challenging its management and supervision levels significantly. A large number of new recruits begin their career at the call center with more superior educational qualifications, compared to older, experienced seniors.

They either hold college/university degrees or, at least, meet the two-year college requirement that is now established in a number of law enforcement agencies. At the same time, even top executives at the organization hold advanced degrees and have superior knowledge and ability in overseeing and guiding the organization. But, individuals holding the middle-level managerial and first-line supervisory posts probably constitute the organization's most multigenerational population.

This population, which mostly lags behind their subordinates and top executives in terms of educational attainment, will typically wish to hold on to the traditional command-and-control and paramilitary approaches of leadership and management with their subordinates, thereby posing as a great obstacle to organizational change (Anthony W. Batts, Sean Michael Smoot, & Ellen Scrivner, 2012). Discussing internal and external outcomes separately is only done out of convenience; in truth, they are connected, to some extent.

One cannot tell whether or not the call center's activities have impacted crime levels and related issues if its structure, personnel, culture, and operations basically remain unchanged. Law enforcement departments seeking organizational change need to sensibly deal with the police force bureaucracy, which has been considered the greatest barrier identified, against problem- and community- oriented practices policing. For.