Organisational Behaviour - WA Police - Case Study Example

Organisational Behaviour Report: WA Police Name: University: Course Title: Instructor: Date of Submission: Executive Summary This report underscores the importance of organisational behaviour in aligning employees to the organisational objectives. Organisational culture is like a written rule within the employee’s heart that guides them in their daily operations. The report is divided into two major sections. The first section examines what needs to change and how this required change should be attained. The second section outlines how the commissioner should carry out the change process so as to attain the recommendations identified in first section so as to reverse the shortcomings of present culture. Based on the initial investigative study, the report identified three organisational issues that should be changed/ enhanced. The first relates to integrity issues. The report identified that WA police force faces integrity challenges by engaging in corrupt practices and misuse of facilities among others. To overcome this, the report recommends that there should be a five plan policy on integrity. The policy would have mission and consequences if contravened. Moreover, it advocates for top leadership engagement as a means of setting the pace for junior officers. The second area that should be changed relates to motivation and performance management. The report observed that the morale among police officers is low leading to high turnover. This is predetermined with myriad of factors such reward issues and training & development opportunities. For instance, former officers complained of low pay. To overcome this, the commissioner should expand training and development opportunities for his officers so as to equip and motivate them. Secondly, the report observes that total reward should be implemented. The last point that the report addresses in the first section is diversity management, sexual harassment and appropriate behaviour at work place. In the initial observation, issues of discrimination based on race were evident and was one of the reasons of quitting by former officers. Other issues like sexual harassment and bullying also emerged. The report advocates for formulation of in-house policies and system of solving disputes relating to racial abuse, sexual harassment and inappropriate. However, these should be backed by willingness from the top leadership. The second section covered how commissioner should go around initiating the change process. The report adopts a conceptual framework developed by Lewin and integrates with Kotter’s Eight-Step Change Management Model. In this approach the report identifies three important steps. The first steps involves unfreezing phase. In this phase the major deliverable is to create sense of urgency based on the need for change through reshuffling, recruitment and motivation so as to increase their commitment while eliminating those who don’t ascribe to the same. The second step involves creation of changes to management of the organisation. This calls for elimination of the current status. The last step recommended is the refreezing where the gains made are consolidated for long term success. On the other hand, Kotter’s Eight-Step Change Management Model involves establishing the need for urgency, ensure there is a powerful change group to guide change, develop a vision, communicate the vision, empower staff, ensure there are short term wins, consolidate gains and lastly, embed the change in the culture. These require great leadership and communication so as to reduce psychological resistance to change. Table of Contents Executive Summary i Table of Contents iii 1.0 Introduction 1 2.0 What needs to change? 1 2.1 Integrity culture 1 2.2 Embracing motivational culture 2 2.3 Diversity management culture, sexual harassment policy and appropriate behaviour 3 3.0 How the commissioner should manage the change process 5 3.1 Unfreezing phase/ establish the need for urgency 5 3.2 Stage of change 6 3.3 Refreezing phase 7 4.0 Conclusion 7 References 9 Figure 1: Kotter’s Eight-Step Change Management Model 5 1.0 Introduction Culture binds people and creates order in a certain manner. Organisational culture forms a powerful tool of whipping employees to behave/ conform in a certain manner so that the organisation can achieve their goals and objectives. Inappropriate culture means failure while appropriate ones mean failure. According to report by Paddenburg (2010), WA police force faces various organisational challenges. This reports outlines integrity organisational issues affecting WA police force and how change management can be applied to reverse the same. The report first identifies what need to be changed. These include inadequate integrity, inadequate motivation and diversity management. Secondly, the report outlines how the commissioner should undertake the change process. The report adopts Lewin’s 3 stage change model and Kotter’s Eight-Step Change Management Model. 2.0 What needs to change? The basis that informs what need to be changed is tied to having organisation culture that embraces ways of performance management. 2.1 Integrity culture One ugly thing that has emerged as lacking in the organisational culture of WA police is integrity issues. According to Wooten (2010), an organisational culture entails “ the shared beliefs, principles, values, and assumptions that shape behaviour by building commitment, providing direction, establishing a collective identity, and creating a community” (p. 8). Integrity is critical for any public employee since they are trusted with managing public resources and delivering service to them. This even becomes more critical for policemen who are entrusted with the responsibility of providing internal security and enforce law. For instance, Paddenburg (2010) report indicated that one in 10 constabularies saw improper, illegal or corrupt behaviour within the ranks. As per the report one policeman stated that he had seen ‘corruption in the force and knew of colleagues who carried out second hand jobs while at work and used vehicle for private use’. This concern is affirmed with another officer who stated that he had seen corrupt and illegal activities over the years. The third respondent confessed that he had seen officers commit assaults, steal and breach traffic rules. Lastly, the fourth said that use of excessive force, threats, intimidation and inducement was rampant. The integrity issues bewildering the force is associated with the existing bureaucracy as summed up with a third of the respondents who stated that ‘the service’s system and processes were inefficient’. This means the level of accountability and interaction between management is limited thus, reducing accountability or it means officers are not independent and are subject to manipulation of their seniors. To address these concerns, the commissioner of WA police should initiate measures outlined thereafter. The first step is to create a missions statement underlining the need for integrity. The second step is to establish firm policies on integrity. In this context warning system should be adopted and if not adhered to, there should be immediate penalty. The third step is to inform the employees about the policy on integrity. This means that the head should equally be beyond reproach. The fourth is for the commissioner to set examples for others by applying integrity aspects like honesty. The last is to be swift in event of integrity malpractice. This is because is the head is not swift; the employees will not adhere to the rules as they will deem them toothless dog. 2.2 Embracing motivational culture WA Police have experienced high number of turnover within its ranks. This high turnover can be attributed to low morale or inadequate motivational measures. Employees decided to quit for various reasons. Theoretical aspects identify issues like ‘perceived desirability of movement’, which is determined job satisfaction. The next is ‘perceived ease of movement’ which is tied to alternatives or opportunities available elsewhere (Morrell et al., 2004; Abdullah et al., 2012 cited in Long, Perumal and Ajagbe, 2012: 629). The lack of or inadequate measures of motivation is evident from various factors outlined by the respondents who had quit the service. For instance, 20% felt there is no positive culture or healthy work environment. A third felt that the force is plagued by negative morale. Other issues that emerged relates to training and development where quarter of the respondents affirmed the same. The third is inadequate pay where one out of five felt the pay was inadequate. Moreover, 40% were concerned with lack of promotion. Lastly, but not least 16% said they were unsatisfied with the job (Paddenburg, 2010). To address the issues of motivation, there are a number of measures that the commissioner should look into so as to enhance performance. The first relates to training and development. The greatest underpinning for involvement in this kind of management is to ensure that human resources are aligned to the organisational requirements by having planned learning activity while equally motivating the employees to keep their allegiance to the force. Moreover, it is the one of the best ways towards capacity development (Joy-Matthews, Megginson and Surtees, 2004: 58). This allows the constabulary to grasp new concepts in their field of profession and be engaged in domestication of these new ideas for the organisation. In a nutshell, this allows employees to improve their performance and enhance their personal development. The second is reward management. This is a way of balancing efficiency, effectiveness and marketplace viability so as to ensure “value exchange” between employer and employee (Alliance for work-life progress, 2006). The commissioner should address compensation issues such as fixed pay, variable pay, long and short term incentive pay. These are meant to pay for time talent, effort and results. Benefits as the second element group & social insurance and pay for time not worked. They are meant to address financial risks and supplement cash compensation. The third aspect is work-life which helps employees achieve success. This group includes work flexibility, financial support, culture change interventions and paid and unpaid time off among others. The fourth is performance management where individuals are aligned to the organizational goals and those who succeed in this are recognized (Alliance for work-life progress, 2006). 2.3 Diversity management culture, sexual harassment policy and appropriate behaviour The issue of diversity management also arises from the study. Thus, there is need for the WA police commissioner to put in measures of ensuring diversity management. Cultural diversity enriches our societies and work places in various ways. Culture can be defined in numerous ways. However, all the definitions of culture revolve around the patterns of beliefs and behaviour of people of a given cultural background. As such, culture is a learned way of life usually shared by a group (Kochan, 2003: 4). Diversity have to be considered and properly addressed if a work place has to be productive and free of cultural conflict since it can be a major source of conflict in our work places if not understood and dealt with appropriately (Schermerhorn et al., 2012: 42). Hence, the understanding of work place diversity in contemporary business organizations is aimed at embracing and recognizing the capabilities and contributions of all employees regardless of their cultural attributes (Jayne & Dipboye, 2004: 410). There are numerous issues of diversity that are emerging and hence, they should be addressed. For instance, one departing officer reported work place bullying based on racial grounds from his senior. Moreover, it is noted that 10 departing officers/ staff reported sexual or racial harassment or discrimination (Paddenburg, 2010). To combat this, there should be a deliberate policy by the police commissioner towards affirmative action, equal opportunity and diversity management. These include having specifications for skills to work effectively in a diverse environment. Secondly, the commissioner should ensure that good faith efforts are made to recruit diverse applicants. Lastly, while conducting selection, the panel should be diverse son as to reduce biases related to diversity management. Closely related to this is sexual harassment and appropriate behaviour at work place. sexual harassment constitute unsolicited sexual behaviour that offends and demeans another person. The first forms of sexual harassment involves issues that are less physically threatening behaviours and are the most common in the work places and include use of sexist words. The second form though less common as compared to the first one involves violence (Mackay, 2009: 194). For instance, 10 departed officers reported experiencing sexual harassment. Other inappropriate behaviour that emerged is bullying of junior officers based on racial and gender lines. To overcome sexual harassment at work place and other inappropriate behaviours, the WA commissioner should develop in house anti sexual harassment policy and appropriate behaviour at work place. Under in house solution, if an employee is harassed by same level employee it is important to contact immediate supervisor. If the accused is above in the hierarchy then it is best forwarded to line/ departmental manager or human resource manager. Or still if the firm has a policy of dispute resolution, then it would be prudent for the complainant to follow it. Appropriate behaviour policy should outline issues relating to punctuality, language, work clothes, personal space, over socialising, workstation tidiness, using email, borrowing equipments, following the leave process, being honest and open, solution to problems, acceptance of direction, fixation of work place hazards, bullying, mobbing, harassment and lastly doing things rightly. 3.0 How the commissioner should manage the change process Katzenbach and Smith (1994 cited in Bolden et al, 2003: 12-13) observes that critical behaviours of effective leader include asking question and not giving answers, doing real work in support of others, providing opportunities for other, becoming match maker instead of the focal point and seeking common understanding instead of consensus. According to Ford, Ford and D’Amelio (2008: 363), leader as a change agent should ask herself/himself the question that, ‘how will this get accomplished?’ This calls for effective followership through leadership skills/ people’s skills like negotiation skills, communication skills, positive attitude, persuasion skills, team building, emotional intelligence and creation of culture that befits the desired goals. The process outlined in this report combines Lewin’s 3 stage model and Kotter’s Eight-Step Change Management Model. Figure 1: Kotter’s Eight-Step Change Management Model Source: Kotter, 1995 3.1 Unfreezing phase/ establish the need for urgency To reverse the current trends and attain the provisions provided, change is required. Initiating change calls for leadership. In Lewin’s view, this stage involves seeing need for change and outlining required deliverables. The first three steps (establish the need for urgency, ensure there is a powerful change group to guide the change and develop vision) in Kotter’s model are about visioning and they match with Lewin’s model of unfreezing. In Kotter’s view, it calls for creating sense and need to move out of the current status. From the two frameworks, these stages will require the commissioner to remove the constables from their comfortable zone. Secondly, he/she should reshuffle departmental heads who have lagged in their works. Thirdly, to gain the commitment of employees towards change, the commissioner should allow employees reassess their current situations and deliberate opportunities. Visioning/ creating sense of urgency addresses one important aspect that makes change fail and that is employee resistance to change. Organisations must embrace change resulting from external and internal dynamics these organisational changes cause employees to experience or undergo a process of reaction. There are four crucial schools of thought which seek to provide the reasons behind employees’ psychological resistance to organizational change including psychological, institutional, systems and cultural resistance to organisational change models. To unfreeze, the commissioner should evaluate and monitor the present operational state of the police and try to develop best practices of management. In Kotter’s first three steps, the second one is a very interesting. He notes that there a manager should ensure there is a powerful change group to guide the change. To obtain this powerful group which will act as point of influence, the commissioner should identify constables with integrity through thorough vetting which involves the public. The next is to recruit fresh blood from the public on stringent parameters. Once this group has been established, their behaviours will have a ripple effect in the organisation. 3.2 Stage of change The second phase is stage of change. The commissioner should create changes to management and operations of the WA police. Change can be regarded as making something completely different from its initial status. It involves loosing the familiar and engaging/confronting the unknown. In an organization, change can result into the alteration of processes organizational structures; procedures; organizational policies; as well as operation costs. In addition, organizational change influences the allocation of both material and human resources in an organization (Agboola and Salawu, 2011). For the commissioner to attain the required change, he/she must address three issues. The first is to address the issue of integrity. The second is motivation and lastly, is appropriate organisational behaviour. Kotter’s 4th, 5th and 6th step (communicate the vision, empower staff and ensure there are short-term wins) affirms the need for change as outline by Lewin. In this phase, communication and proper timing for people to find balance and fully engage in the new reform is important. Some policemen will accept changes while others seek to know the benefits gained from the changes at individual level. As a change agent, it is crucial for commissioner to develop an effective communication strategy with his employees and strengthen the fulfilment of change. The point to be driven home here is in the context of ‘what is in for me’ the commissioner will have to explain the benefits of adhering to new framework and possible consequences in the event of contravention. The first approach in building integrity among policemen is to change the culture by leading through example. In this context, the commissioner has to employ transformational leadership and address issues of effective followership. Once he/ she has done this, he or she has to have a close working group developed through interpersonal skills so that they act as points of propagating the new culture. To attain integrity, the second approach for the commissioner of police is to develop integrity policy. In this policy, all employees will have to sign and abide with the rules. Moreover, proper remuneration will reduce the urge of engaging in corrupt practices like taking of bribes. In addition to this, provision of proper working conditions for policemen would help. Public education is also critical as they will act as points of surveillance. Lastly, is to employ surveillance at work. 3.3 Refreezing phase The refreezing stage involves consolidation of gains made in the last two phases. It involves organization to take new shape that aligns with the change implementation comprehensively and in an effective way. This third stage of Lewin is the same as Kotter’s 7th and 8th step. These are consolidation of gains and embedding of the change in the culture. In this phase, it would be the onus of commissioner and his top and mid-level management to put in measures that protect gains made. This would imply effective leadership, communication, review of organisational culture and training & development opportunities available. For instance, one the commissioner has attained the desired level of motivation; it would be prudent to find other platforms of guaranteeing work satisfaction such as team building sessions and engaging constables in corporate social responsibilities. 4.0 Conclusion The aim of the report was to outline areas that need change in WA police service based on the research conducted so as to identify various organisational behaviours that can be improved on. The first part of the report identified integrity issues which solved with appropriate policy. The second is motivational issues which should be resolved by reward management and opening up of training and development issues. The last relates to diversity management, sexual harassment and appropriate behaviour which should be addressed by appropriate in-house policy. The second section of the report applied Lewin’s three stage model of implementing change and Kotter’s Eight-Step Change Management Model so as to consolidate these recommendations. In this proposal the commissioner should start with unfreezing stage so as to create sense of urgency for change. Secondly, the commissioner should implement the actual change and last the commissioner should consolidate the gains made. References Agboola, A.A. and Salawu, R.O. 2011. Managing Deviant Behaviour and Resistance to Change. International Journal of Business and Management, 6(1): 235-242. Alliance for work-life progress, 2006. Work and life: what is total reward? 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