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Effects of organizational culture
Reflection essay on transformational leadership
Reflection essay on transformational leadership
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Introduction The New Zealand Police is the lead agency responsible for helping the community to decrease or reduce crime, corruption and improve the responsibility of safety and protection in New Zealand. There is a need to make changes to the police culture in order to improve the performance of their organisation. However there are three fundamental errors that need to be addressed which will be discussed in this essay. Firstly, there is a lack of an established sense of urgency which has the potential to jeopardize the future of the organization. Secondly is, not creating a powerful enough guiding coalition which means there is a lack of communication which resulted in an absence of leadership and teamwork from frontline staff to national headquarters. Finally, an undercommunicating the vision by a factor of ten that organisation leader needs to communicate visions and strategies. These three errors are relevant as they are pivotal in the implementation of a managing change programme. Recommendations are also provided to improve on how the New Zealand Police can be enhanced within a management perspective. Not Establishing a Great Sense Enough Sense of Urgency. The changes in police culture have found some errors in managing this changes. Drawing on Kotters article, 50% of the companies failed in this error, by not establishing a great sense of urgency for changes which means that they are not setting right expectation, right goals and visions for the company which has the potential to jeopardise the future of the organisation. “Without motivation, people won’t help and the effort goes nowhere.” (Kotter 2007). As for the New Zealand Police they want urgent actions for changing the culture and to improve performance wit... ... middle of paper ... ... time for him go over the report and change the culture of police. Better communications and better commitment of staff and senior leaders in the police organisation will improve the organisational change. The recommendation that I provided the education and communication, participation and building trust between employees will help to make a better improvement to the police culture in the future and their organisation. Works Cited 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. Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103. Kotter, J. P & Schlesinger, L. (2008). ‘Choosing strategies for change’. Harvard Business Review, July-August, 130-139.
The commitment to progress, exist in the changing environment. They seek opportunities for changes leading to improved police services.
Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, 86(7/8), 130-139.
Organizational culture is a set of beliefs, values, and behavioral guides shared by an organization's members (Giblin, 2014). Police culture is a highly bureaucratic, rule bound culture. The job is highly stressful with a varying degree of personalities. According to the video and in my experience, police culture generally haws two parts. The first is how police interact while doing their jobs on the street and the second in the way officers interact on a organizational level. Often, police get more frustrated and outspoken at an organizational level. However, these two parts can have an effect of one another.
...an also affect the integrity of a department. The book states that “if the police culture influences the level of police misconduct, it is important to change it” (Pollock 208) This culture can lead officers to believe that what others are doing is ok, and, that in turn, makes it okay for them to do it also. These views and actions can be changed by a change in supervision or by taking ethics classes.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
These changes have manifested both positive and negative reverberations in the way we perform our job. Police officials have contemplated for years over the key to maintaining a positive image for their organization. Unfortunately, several incidents in the past years have altered society's perception of police in some communities. Police in America are no longer strangers to innovation born of scandal.
Trofymowych, D. (2007). Police Education Past and Present: Perceptions of Australian Police Managers and Academics. Flinders Journal of Law Reform, 8 (10), 419-433.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
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
An article written jointly by Mark Perez and Anthony H Normore, published in the Journal of California Law Enforcement discusses the growing concern that the public’s trust in law enforcement is at an all-time low due to the ethical choices that some of our leadership have been making and how we can improve the publics opinion of law enforcement and some of their unethical decisions. The purpose of their article is to share their thoughts on police leadership and ethic, they feel by having just one powerful confident police leader in a department it can have a positive impact on that police department by reducing the rate of misconduct. They also feel by having a police force with strong integrity
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.
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.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Police agencies have beautiful roles and functions in accomplishing law enforcement for protection and maintenance of peaceful, orderly, and safe society. Police officers are meant to be authoritative figures that can make the people feel safe and protected. The history of policing and establishment of polices departments in America reflect roles of police officers in fulfilling the defined and perceived the public need for law enforcement bodies that will look after keeping the peace and order in the communities. However, the temptations of time and circumstances have been always around and allowed permeation of corruption in police officers.
Middlebrook, B., Caruth, D., & Frank, R. (1984, Summer 85). Overcoming Resistance to Change. Management Journal, 50(3), pp. 23.