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Why do organizations experience resistance to change? What techniques can managers use to overcome resistance
Diversity inclusion and multiculturalism training
Culture change
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When looking at the report “treading the thin blue line: Embedding culture change at New Zealand police” it shows that there are members within the police force that are resisting the changes that the police minister Judith Collins and the police commissioner Peter Marshall are trying to implement. This report has shown that there are two main groups resisting the change, frontline staff and women officers of the New Zealand police force.
The front line officers are resisting the change because they believe that the changes that are being put forward don’t relate to what needs to be changed. The officers believe that the higher management of the organisation don’t understand the problems that frontline officers are facing; therefore they can’t properly handle the situations. Frontline staff also believe that officers are only getting promoted to higher management because they know how to “Play the system” not due to their own merit within the field, this belief is causing controversy within the system when management suggests change officers at the frontline are disagreeing as they believe that management don’t understand how the change will effect people at the frontline. One of the frontline officers that answered the survey conducted in 2010 concerning the relationship between frontline staff and national headquarters said that the only people he trusted were his mates and the colleagues he worked with, this result shows the distrust that frontline staff has for the upper management of the police force. Another response from the same survey was, “the commissioner and all his inspector mates in bullshit castle at headquarters should get back on the street and get a reality check. And I’ve heard this sort off directive before a...
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...trying to implement change within an organisation as wide and as diverse as the New Zealand police force. Identifying groups that are resisting change is important as it helps to figure out a solution that can apply to everyone when it comes to implementing the change. Having critical perspectives of cultural change is also important as it shows the nature of how culture can begin within an organisation as well as highlighting the different challenges that can come with implementing a cultural change. It is also important to manage the resistance within an organisation because if not handled it could turn into a situation where officers were untrustworthy of the higher management within the organisation. This case study has shown both positive and negative points that have highlighted room for improvement within the management aspect of the New Zealand police force.
This case is about a lawsuit filed by an RCMP Corporal Catherine Galliford who alleged that her senior officers had sexually harassed her and she received numerous sexual advances from many senior officers since the time she graduated. Cpl. Catherine Galliford has been a prominent spokesperson for RCMP in some of the significant cases like Air-India bombings and revealing the arrest of Robert William Pickton, a serial killer. This case talks about how women are subjected to harassments in all forms of mental, physical and sexual in work places irrespective of the sector they work in. This paper also talks about loop holes which the organization takes advantage of and shy’s away from addressing the problem fearing public outrage and
Scales of Justice shows where corruption begins and allows us to see the many examples of the fine line our police must tread. The first act, “The Job” raises many issues. The issue of abuse of power and corruption is also shown with the politics of law enforcement. It shows the extent to which the Australian system of criminal justice conforms to our liberal democratic views of fairness, openness, accountability and efficiency. The discrepancy between the police image and police practice is shown by the act police put on in certain situations. Another issue is the paperwork load carried by the police officers and the effects that this has on their attitudes towards their work. The attitudes of male and female members of the police force towards alleged victims of rape is another issue which Scales OF justice rises in its portrayal of a corrupt police force.
We will likely see even more changes in the near future due to the many proposals to increase the number of women and ethnic minority officers in our police forces. An example of near change is the use of a hiring quota system. Under this system there is a requirement to recruit a specified number of minority and/or women officers. This may require the modification of standards and qualifications that could discriminate against these groups in order to achieve the required quota. Although this is a future option, we can see its methods are already being implemented in the past decades abolishment of height, weight, and age restrictions.
Prenzler, T. 1995. Equal employment opportunity and policewomen in Australia. Australian and New Zealand Journal of Criminology, 28/3, 258-77.
It is both a result and a cause of police isolation from the larger society and of police solidarity. Its influence begins early in the new officer’s career when he is told by more experienced officers that the “training given in police academies is irrelevant to ‘real’ police work”. What is relevant, recruits are told, is the experience of senior officers who know the ropes or know how to get around things. Recruits are often told by officers with considerable experience to forget what they learned in the academy and in college and to start learning real police work as soon as they get to their Field Training Officers. Among the first lessons learned are that police officers share secrets among themselves and that those secrets especially when they deal with activities that are questionable in terms of ethics, legality, and departmental policy, are not to be told to others. They also are told that administrators and Internal Affairs officers cannot often be trusted. This emphasis on the police occupational subculture results in many officers regarding themselves as members of a “blue
The emphasis on the need for police officers to have a post secondary education is not new. During the Political Era of policing, police officers were often politically appointed, regardless of their level of capacity to do the job. Forms of corruption like nepotism, bribes, and politically based decisions were commonplace. As such, the public’s perception of the police was that they were lawless and their trust and confidence soon eroded away. This era resulted in a need for reform. ...
(Swanson, Territo and Taylor, p. 2). However, in recent years some major changes have occurred in a shorter time period. Innovations in law enforcement During the past two decades, I have observed major changes in the viewpoint of society towards police officer's as the symbol of trust and dignity, the technological advances of communication and information systems in law enforcement, and the revision of selection and hiring practices for police officers. Organizational change occurs both as a result of internal and external agents (Swanson, Territo and Taylor, p. 664).
It is a myth to believe that an officers job is spend fighting dangerous crimes, in reality officers spend more time handing smaller cases. For example, police officers spend a lot of time doing daily tasks such as giving speeding tickets and being mediators in disputes (Kappeler & Potter, 2005). Handing out speeding tickers and handling minor disputes are far from fighting crime. Police officers spend more time doing preventive measures (Kappeler & Potter, 2005). Preventive measures involve officers intervening to prevent further altercations. Victor Kappeler and Gary Potter discussed the myth of crime fighting as invalid and misleading notions of an officer’s employment.
He, however, depicts the former police commissioners as failures by indicating how Bill could easily change the entire scenario within a short epoch. Murders fell by 50%, theft by 35%, felony crime by 39% while public confidence in the NYPD rose from 37% to 73%. Additionally, job contentment in the police section reached an unsurpassed point. William Bratton does this to inform readers the significance of changing organizational culture and strategies. Additionally, he indicates how such changes can be beneficial to the society and state at large.
Both of these articles were focused on the Strategy of Policing, but the author’s approaches to the ‘hot topics,’ couldn’t be more difficult. Williams and Murphy focused on the different eras of policing, and how the racial conflicts have overlapped policing efforts. Whereas, Kelling and Moore focused on how police have evolved with the eras. The articles were dramatically different, however, the policing eras: Political, Reform, and Community Orientated eras were influenced largely as the main focuses for each academic article.
The ability of police to exercise discretion was originally designed to allow officers to maintain the peace by allowing certain types of crime to remain unpunished in certain circumstances. This essay will aim to explore the issue of police discretion that suggests that the application of discretion works against the interests of Aboriginal and Torres Strait Islander peoples. In drawing this conclusion, this essay will examine the relationship between policing ideals and the use of discretionary powers and the relationship between policing attitudes and the use of discretionary powers. A discussion regarding the use of police discretion towards Aboriginal and Torres Strait Islander peoples can scarcely be mentioned without making reference to arguably the greatest failing by a police officer since indigenous Australians were formally recognised as citizens. Further to this, the case of Mulrunji Doomadgee (Cameron) will be examined from the point of view of officer discretionary powers. The penultimate point to be made will involve the Anglo Australian response to this case as well as the ongoing relationship between indigenous Australians and the institutions that govern them. As mentioned, the first point will involve policing ideals and their relationship to discretionary powers.
A common style of police leadership is a more bureaucratic style where the leader manages “by the book”, everything must be done in accordance with pre-written policies and procedures (Cordner & Scarborough, 2010). When a certain problem or concern isn’t covered by the book the leader refers to the next level for a decision. This style removes the ability of the leader to manage and forces a strict accordance to the “book”. This style can be very effective when dealing with dangerous situations which can be a common occurrence in police work.
So much is written about policing. Despite the resentments, the police, charged with the task of keeping us safe remains undeterred in their mission so we can live to see another day. Moskos' autobiography evokes graphic images that we often see, but fail to acknowledge. A
Bridgman, T. (2011). Treading the thin blue line: Embedding culture change at New Zealand Police (Case Part A) Australia and New Zealand School of Government Case Program, Reference 2011-639.1.
This essay has understood the attitudes towards police officers and their work and concludes that in order to fully comprehend why their behaviour one should go beyond the positions of structure and agency and adopt the structuration perspective, which considers that society and individuals influence officers such as Inspector Makaye.