Rewriting Possibility: 89%
Manage Organizational ChangeThis paper is an attempt to articulate the organizational change that is taking place within the Police Department and how the existing norms, culture, and organizational profile affect the desired change, as well as the resistance to change that might be affecting the change agent and the personnel affected by the change.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Organizational ProfileIn the image below you see the organizational chart that depicts the department and its separate divisions, as well as who is in charge of what department, and what personnel. It is plainly obvious that the chief is in charge of only the administrative personnel, and the deputy chief, as well, as the volunteers. The chief answers directly to the city manager, the deputy chief answers directly to the chief.
The deputy chief of the department is the primary change agent within the department, and he is simultaneously running the day-to-day operations and managing the sergeants and patrol personnel. This basically overloads the deputy chief and takes away time and focus from his job as being primary change agent within the agency. Any manager, administrator, or consultant would quickly tell you that there are too many ancillary duties and primary duties to allow consistency, and/or accuracy with the change agent. T.
. .e heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business School Press.
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