The alternative provided by Whisemand and Ferguson aims to transform a police force into a flexible and results-oriented organization. The following paper "Control in an Organization" will describe a plan for open leadership which will help to operate such organization. …
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Whisemand and Ferguson (2009) proposed a management style called Agile Organization that expands the perception on police forces. The proponent has taken into account years on experience as a police officer before drawing such strategy. Whisemand and Ferguson maintain that police organizations need to define their values. These are the aspects that give justification to their existence and foundations for all police actions. The next part involves the creation of a vision. The vision serves as the operational backbone and leads the force to their plotted goals. Whisemand and Ferguson contend that the vision has to prepare policemen to changes as well as improve the flexibility of the organization. The size of the police force is important in the success of the entity. Whisemand and Ferguson suggest that “The Rule of 150” (2009, 288) is the best start. Increasing the number of policemen beyond 150 poses several problems especially in the management aspect. Bureaucracy becomes an issue when there are several chains and subsections. Lean organizations ensure better lateral movement and improvement communication within the organization. Speed often makes or breaks organizations. The pace in which leaders react to important events related to the police for will determine future success. Decision making is critical and such needs to be carried out seamlessly. For most crime victims, justice starts when the police force does their homework and resolves the cases. Moreover, information dissemination has to speed up to improve overall police work. Alternative approaches to managing police organizations require limitless possibilities. This means ending of boundaries within organizations such as making the operation more efficient and leaving by-the-book styles behind. More important, an entity of meritocracy has to be implemented where promotions are not based on connections or in most cases seniority. Most police entities have fixed goals and plans. Whisemand and Ferguson proposes a brand of management that stretches these goals. The aim of this scheme is to eliminate rigid views and open an avenue of ideas and useful insight. Despite the complex issues facing police organizations, operations need to be done with simplicity. The method of communication has to be concise and delivered with a sense of clarity. In addition, facts and statistics have to be presented in a manner understandable to all stakeholders. At the end of an operating year, there has to be an evaluation done by the management. This involves an appraisal of decisions made and plans put to action. This ensures that past mistakes are prevented and contingency measures are drafted in the future. Also, continuous improvement has to be a theme well embedded among
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11 Pages(2750 words)Coursework
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