Organizational Change and Behavior

Organizational Behaviour

Introduction

Organizational change takes place when an organization enacts new behaviors or ideas. Organizational change may include structural reorganization. It is essential when some elements of the organization are outdated or not working effectively (Hellriegel, 2010). Within criminal justice agencies, several prosecutors and police agencies have enacted organizational changes within the past decades (Sever, 2008). Most such changes like community policing and prosecution were adopted to promote responsiveness and enhance input from the community, use a problem-solving approach to solve community-related challenges, and partner with other agencies to enhance the quality of general community life.

Social, Political, And Organizational Behavior and Influence on Criminal Justice Agencies

Agencies of criminal justice are hugely influenced by social behavior. For example, the recent police accusation of racism and excessive force toward African Americans resulted in a civil rights demonstration on ‘black lives matter.’ Such events prompted a law change and behavior by various criminal justice departments, including the Judiciary. For instance, the court handed the culprits heavy sentencing to deter other officers from similar behavior.

On the other hand, political behavior also consistently impacts criminal justice departments through various decisions made by political leaders (Hellriegel, 2010). A particular political regime may push for policies that influence the operation of various criminal justice agencies, particularly the police. For instance, a particular political regime may decide to either increase or reduce financial allocation to law enforcement agencies inducing criminal justice agencies’ change of performance. Moreover, when policymakers fail to establish proper programs that discourage acts of corruption, criminal justice agencies might not deliver on their mandate effectively.

In addition, a particular organizational behavior may be beneficial or disastrous to the performance of criminal justice departments. An organization with poor management systems can be a barrier to the effectiveness of criminal justice agencies (Sever, 2008). Otherwise, when effective management reforms like public participation and transparency are adopted in decision-making, the work of criminal justice agencies becomes effective.

Relationship Between Organizational Systems and Organizational Behavior

Organizational behavior and organizational system have a very close, interchanging relationship. For instance, whereas the organizational behavior is regulated and evaluated by a manager, the organizational system regulates and evaluates the performance of the organizational behavior “Manager as the head.” As a result, the manager can be punished or rewarded for poor or good organizational behavior (Hellriegel, 2010). Organizational behavior and organizational system are, therefore, like a double-edged sword. They both rely on one another. Any change from either side induces change on the other side.

Moreover, organizational behavior dictates the critical organizational structures, organizational development, and the organizational system, which dictates the maintenance or dismissal of organizational behavior (Robbins, 2010). In a nutshell, organizational behavior is responsible for establishing an organizational system. However, organizational behavior also cannot exist without an organizational chain.

Techniques To Manage Organizational Stakeholders’ Perception

Perception plays a critical role in influencing stakeholders’ behavior in an organization. An organization can disseminate information to its members concerning what they are not supposed to do and what they are expected to do (Hellriegel, 2010). However, even if an organization disseminates clear information, they are subjected to distortion since every member will perceive the information differently. Perception is the foundation of each individual’s behavior. Therefore, organizations may adopt various techniques to influence stakeholders’ perceptions (Sever, 2008). For example, an organization may change its customers’ perception by engaging them while developing the products. As a result, the customers’ perception of the organization’s products would shift. Moreover, the organization can decide to focus on product quality to change customers’ perceptions about their products and production processes.

Another technique can be evaluating progress at every milestone within the organization plan. A manager can keep a weekly or monthly journal of various things that are likely to slip away if not recorded (Hellriegel, 2010). The manager can, after that, seek frequent feedback from colleagues on their perception of particular programs. Frequent feedback would enable the organization to clarify some misperceived messages to stakeholders.

Observable Aspects of The Criminal Justice Agencies’ Organizational Culture.

There are dynamic visual elements of the organizational culture of criminal justice departments, particularly the lack of effective leadership at middle and supervisory management levels (Robbins, 2010). Most of the officers in supervisory roles are neither adequately prepared nor trained due to a lack of knowledge of the value of the supervisor. As a result, police leadership is more concerned about optics, establishing programs with no substance. Another observable element of the organizational culture of the criminal justice department is discrimination and racial inequality. For instance, top Judges in American law courts are mostly Americans, with African Americans given little or no opportunity to lead the Judiciary (Sever, 2008). The same trend can be traced to the police department. Moreover, promotions are usually driven by politics or unions, resulting in unqualified leaders in leadership roles.