Organisational Performance. The term organisation performance relates to the past, present and future-projected performance of an organisation, thus, the performance of an organisation comprises the actual output measured against the intended outputs (Goals and Objectives). The role of managers is to ensure that the performance of the organisation is aligned with attaining the goals and objectives of the organisation, by taking necessary steps to ensure that the work (outputs) of an organisation are also aligned with the overall objectives and goals. Organisation Managers’ sets and projects target that are designed or aim to achieving the objectives that are aligned with the mission of the organisations. This also acts as guidance to staffs, which provides the staffs the sense of direction of the organisation. The Performance targets are set/ compare against previous past performances achievement. In order for performance target to be attained, it must be realistic and achievable. Mann (2002) suggested that the key to long term success is having and communicating a clear vision, mission and strategy. Target setting must be specific, measurable, achievable, realistic and time bound with acronym; SMART. Performance indicators are tools device used by organisations to measure how well they are performing in relation to their goals and objectives, thus also provides understanding and indicator to organisations stakeholder on how organisation is in track with achieving its target. Acronym KPI; (key performance indicator) are represented in percentages, often used to express and numeric representation of the organisational performance, thus enables a comparison of attained targets and future target setting. Whilst KPI is an eff... ... middle of paper ... ...alysis of this argument indicates that Strategy can also be derived form actions and reactions of everyone within the organisation. The role of Police environment managers and including the SPCP units’ managers’ primary role are to formulate and implement the predetermined force strategy. Individuality of each managers and external factors can influence the leadership style of individual managers. Organisational managers are individual with recognised authorities, authorized to formulate, delegate and implement existing strategy of an organisation, in order to achieve the objectives of the organisation, the Managers must be competent and motivated in their role, in order to motivate others. The managers of the SPCP units’ steers and direct the staffs within towards achieving the objectives of the Strathclyde Police force objectives of making communities safer.
The Manager is the person who ensures the whole team work within the organisations vision, mission and objectives and monitors the overall progress of achievement within the policies and procedures of the company. John Adair’s theory says it is best for the manager to balance the needs from each of the fields and maintain a balance. The three elements are, achieving the goal, the team performing the goal and the individual member of the group, this approach is called “Action Centred Leadership” and he believes if any one of the elements fail the team are more unlikely to
Once chief Robin Richardson was in command she made the decision to change the organizational structure within the police department. MPD chief Richardson made the decision the change the police department 's centralized organization structure to a more decentralized structure that relies on employees to communicate information to make decisions and recommend changes” ( Textbook, Chapter 10). MPD chief Richardson decisions to change the “organizational structure was to accommodate the dramatic shift in performance culture”( Textbook Chapter). MPD chief Richardson felt that the traditional functional organization structure under the vertical hierarchy has lost sight of MPD organization mission. Chief Richardson wanted to create an organizational structure that provides certain levels of autonomy, that allows employees to make decisions based on their individuals discretions. MPD chief Robin Richardson considered a “divisional organization a design structure that groups processes and jobs based on clearly defined market segments or geography”( Textbook Chapter 10). Chief Richardson considered “divisional organization structure that allows decision making to take place at the divisional level by managers, and differences of opinion would be resolved without depending on the chief. Chief Richardson felt that this design was leaning more toward what she visualized for the MPD: a centralized, horizontal organization” (Textbook chapter 10). According to the text, chief Robin Richardson “finally decision was to create a matrix organization, a design structure that facilitates horizontal integration and collaboration. A matrix model combines elements of both the functional and the divisional organizations, has dual lines of authority, and is designed to encourage the sharing of information. Robin felt that by using this model, the reporting line would shift
It is necessary for different ranking levels to resolve issues. For example, the “Chief” of an organization does not always have time to answer all of the little questions or deal with every issue. When there is a chain of command, the lower level employees can utilize the chain of command to help resolve issues in a timely manner. Without this structure, employees would “flood” the “chief” with all of the issues, and the supervisors will be kept out of the loop of what’s going on. Nevertheless, I believe the paramilitary structure will work in policing for the reasons, information flows up the chain of command from the street officer to the police administration and orders and commands flow down the chain to the street officer. The chain of command and the paramilitary structure have been retained, regardless to the complexity of the police bureaucracy. Therefore, no matter how defined the hierarchy is or how flat the structure is, the goal was to be more consistent with community-oriented policing (Travis,
The five different types of power cannot be implemented in every unit; instead different policies need to put in place within different units for effective administration power. According to Tifft (1978) different units of a police force permit different types of power to be developed (Stojkovic et al, 2008). Coercive and legitimate power can be observed in a patrol sergeant because the unit’s specific duties, whereas a tactical unit shows extreme levels of referent, expert, and legitimate power due to the unique structural design and activities (Stojkovic et al, 2008). For example, in a police agency detective units would benefit greatly if sergeants had previous experience in the unit, due to the fact that expert power and knowledge is essential to the sergeant’s role (Stojkovic et al, 2008). Since knowledge of methods of common crimes gives the sergeant necessary information that is valued and respected by subordinate detectives, it is essential for police administrator to implement people in the unit who have had experience as detectives (Stojkovic et al, 2008). Thus, the social bases of power differ between organizations and structural characteristics affect the s...
UK police is one of the professional police force around the world and is known for their professionalism, dedication, performance and motivational commitment toward their duties and nation as a whole. Like any other force, it needs motivation to carry on its commitment level. On organizational level, there are a number of motivational factors and theories which are working to keep this motivational level at the top of the world, but there is another factor which provides a roadmap for the organization towards professional commitments. This is leadership.
Organizational performance results: How the organization performs in all key business areas, including customer satisfaction, financial performance, human resources, partner performance, operational performance, governance and social responsibility. (ASQ, n.d.)
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.
These benefits are best discovered and maximized if used in conjunction with KPIs. A KPI is a key performance indicator and they allow a company to measure and manage ...
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.
...ity of purpose and direction for an organization. We create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives. Managers are responsible for changing behaviors. Which is probably the most critical area in the organizational life cycle. Finally, managers empower and involve people to achieve the organization's objective. (Lester, Parnell, & Carraher, 2003)
“Management is the process of working with people and resources to accomplish organizational goals. Good managers do those things both effectively and efficiently.” (Bateman & Snell, 2004). Management contains four basic functions; planning, organizing, leading, and controlling. By using these four functions, one can create an organization both successfully and proficiently. Planning is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals. Planning sets the stage for actions and for major achievements. Organizing is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals. Organizing attracts people to the organizations, specifying job responsibilities, grouping jobs into work units, marshaling and allocating resources, and creating conditions so that people and things work together to achieve maximum success. Leading is directing, motivating,...
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
An organisation’s mission is the back bone of all strategic decisions; the mission will have an influence on all activities performed within the organisation, because if they aren’t achieving their mission an organisation is failing. The long term strategic goals of an organisation should directly aim to achieve their mission and these goals are what performance can be measured off. Without specific goals attempting to measure performance is pointless, and identifying who or what the main focus of these goals is the key to optimisation.
A manager has four principal functions or duties of management. These include; the process of planning, organizing and leading an organizations human, financial, material, and others resources to increase its effectiveness. (George & Jones, 2005)
function, managers need to analyse how activities and resources are to be grouped and carry out plans successfully (Bartol 2007). A manager have to understand their ability to manage the lower level employee which is the most valuable of the company as they are the key of output and implement in the planning. Then manager will coordinate the jobs between authority and responsibility that is to define the role position of them (MSG 2012).