Police Organization and Management

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Police Organization and Management
Q1
Various reasons lead to changes in law enforcement agencies. They include the morale in the department, expectations of continued practices, chief’s retirement, firing or promotion, the election of a new mayor, happening of a catastrophic event followed by civil litigation, chief’s conduct or style and if a critical political figure blames chief for embarrassment (Anderson, 3).
Q2
Globally, their various actions that many states are taking to address the issue of police-community unrest. First, increasing the use of special prosecutors in police misconduct investigations. Secondly, enhancing the collection of data on fatalities involving police. Lastly, implementing implicit bias training for all federal law enforcement officers (Michele, and Parsons, 4).
Q3
On 26 June 2015, Obergefell vs. Hodges played a significant purpose in the United States. The Supreme Court stated the fifth and fourth decision that same-sex marriage is protected under the Equal Protection Clauses of the 14th amendment and Due process. Thus, the banning of same-sex marriages become unconstitutional (Padnani, and Fang, 3).
Q4
There are various reasons when changes should not be made in an organization. First, when the required knowledge, skill, or other resources to carry out the change does not exist. Secondly, when the effort of making the change is more significant than any benefits to be derived. Thirdly, when an appropriately experienced external change agent is not presently available. Fourthly, when too much change is already underway in the department. Lastly, when the Collateral damage, such as abandonment by key supporters or significant union opposition, maybe greater concern to them and the community (Anderson, 4).
Q5
Kurt Lewin's Model on organizational change has three steps, which include unfreezing, moving, and refreezing (Michele, and Parsons, 3).
Q6
Five steps are involved in the traditional action research model. They include recognizing the need for change, diagnosing the situation, action planning, change Intervention, and evaluation (Anderson, 6).
Q7
The Burke Litwin model has eleven drivers of organizational change and performance. They include the external environment such as corporate culture and mission/ strategy, leadership, management practices, structure, system policies and procedures, work unit climate, motivation, task and individual skill, individual needs and performance, and personal and organizational performance (Martins, and Coetzee, 12).
Q8
There are common overlapping arguments commonly made for involving employees in workplace decision making. They include it heightens morale and commitment, it leads to better decisions, and it develops democratic habits and skills (Michele, and Parsons, 6).
Q9
There are several reasons why organizational change efforts sometimes fail. They include lack of leadership commitment, ...