Article

A new change management approach for a law enforcement organization

Authors:
To read the full-text of this research, you can request a copy directly from the author.

Abstract

This research uses a pilot study to investigate current change management implementation in a law enforcement organization. Based on the findings, a new change management approach is established for a law enforcement organization. The core research question that guides this study is: ‘How can change management be implemented successfully in a law enforcement organization?’. Taking into consideration the research aim, type and size of the sample, and to gain different and in-depth knowledge of the change management phenomenon, the operations division of the Turkish gendarmerie was chosen as the sphere of interest and semi-structured interviews as the research method. The results present a new change management model for the chosen division. The main original contribution is first Ackerman’s change categorization at a law enforcement organization [Ackerman, L. (1986) Development, transition or transformation: the question of change in organization. OD Practitioner 18(4): 1–8], and then developing a new change management approach for each type of change category in this context.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the author.

... Law of enforcement organizations has strict hierarchy and rules where the role of subordinates is mostly ignored. If these type of organizations face resistance toward any change, organization use different negative methods to overcome resistance, such as punishment or enforcement of regulation (Erciyes, 2018). According to the findings of this study, the case study organization II used this type of methods to resolve resistance. ...
Article
Full-text available
The purpose of this study was to explore how organizations define the organizational change and resistance including its management. This study also aimed to explore how organizations deal with resistance to organizational change when an organization considers it as an opportunity or a barrier. This study was conducted to evaluate resistance to organizational change at two banks in Pakistan i.e. United Bank Limited and Standard Chartered Bank. Data was collected by using qualitative methodology, in the form of the case study. Five individual interviews and three focus groups were conducted from each bank. In total 14 individual interviews and 11 focus group interviews were conducted for this study. Interviews were conducted from managerial level and focus groups were conducted from the teller and other front-line staff. This finding showed that resistance is a part of the change. Every organization experiences some level of resistance as a result of change. Some organizations take resistance positively and deal with it as an opportunity as compared to other organizations which take resistance as a negative thing and deal with it as a barrier. Resistance is considered as a barrier until organizations do not know how to deal with it. The study has theoretical and managerial implications.
Chapter
The effectiveness and efficacy of management practices in the future will be determined by how educational management as a discipline develops to effectively meet the needs of educational systems in light of the challenges caused by the technological, social, cultural, and economic changes that are sweeping the world in the first decades of the twenty-first century. The main difficulty facing educational management locally, regionally, and internationally in recent decades is how to effectively and creatively manage change. An educational institution is the key place to cultivate talents and provide quality education. The development of educational management will surely be the prime target for achieving remarkable results. Thus, savvy educational managers must be aware of the current cultural perspective: global and local; appropriate in-service training; global standard quality teaching and learning; making the school the center for learning; ensuring safety and security; ensuring compliance with internal and external rules and regulations; ensuring effective classroom management; etc. Education management should also develop in an orderly and efficient manner. As school managers are the veins of every level of educational organization, they should be prepared and trained to understand the pulse of present trends and challenges and change themselves accordingly. For this, they should emphasize meeting the students’ needs by social, global, and national demands.
Article
Full-text available
Purpose Organizational change is a risky endeavour. Most change initiatives fall short on their goals and produce high opportunity and process costs, which at times outweigh the content benefits of organizational change. This paper seeks to develop a framework, offering a theoretical toolbox to analyze context‐dependent barriers and enablers of organizational change. Starting from an organizational identity perspective, it aims to link contingency‐based approaches, such as environmental scan, SWOT and stakeholder analysis, with insights from organizational behaviour research, such as knowledge sharing and leadership. Design/methodology/approach The framework is informed by long‐lasting field research into organizational change in an international policing environment. The theories in the framework are selected from the perspective of field validity in two ways; they were chosen because the topics covered by these theories emerged as relevant during the field research and therefore it can be expected they have applicability to the field. The authors' insights and suggestions are summarised in 13 propositions throughout the text. Findings The analysis provides a clear warning that organizational change is more risky and multifaceted than change initiators typically assume. It is stressed that the external environment and the internal dynamics of organizations co‐determine the meaning of managerial practices. This implies that cure‐all recipes to organizational change are bound to fail. Originality/value This paper makes an ambitious attempt to cross disciplinary boundaries in the field of organizational change research to contribute to a more comprehensive and holistic understanding of change processes by integrating perspectives that focus on the internal context and the external environment of organizations.
Article
Full-text available
Purpose The key to success and failure in change projects may lie not in groundbreaking events or heroic gestures but in the many seemingly meaningless acts and events that occur throughout all change projects. In order to gain a better understanding of factors leading to success in change projects, the purpose of this paper is to examine insider accounts of successful and unsuccessful change projects in a non‐business public context, namely the German police. Design/methodology/approach The research can be located in the exploratory, inductive research tradition and consistent with that we used in‐depth semi‐structured interviews to elicit the views of 92 high potential future managers as to what constitutes a(n) (un)successful project, and what factors lead to (un)successful project outcomes. Findings The qualitative approach adopted allows for the tracing of a range social behavioural issues identified by members of the organization as criteria to evaluate the success of projects – commitment of peers and superiors, satisfaction of members with the outcome. Identifying factors leading to project success, participants identified the following – clear communication of both positive and potentially negative outcomes, commitment of leaders, and changes in work conditions resulting from the project. Research limitations/implications Social and behavioural aspects of change projects, which are often relegated to a secondary position behind managerial and technical aspects, should be taken into account more often in (research on) change management projects. Originality/value The findings are based on research that explicitly integrates the mundane aspects, the daily mistakes and the routine obstacles facing those involved in change projects and suggests the value of incorporating such issues in (research on) change management projects given the spread of projects from a traditional engineering context to a variety of different contexts including, increasingly, non‐profit and governmental organizations.
Article
Full-text available
Purpose: The purpose of this paper is to gather current (2011) arguments and counterarguments in support of the classic change management model proposed by John P. Kotter in his 1996 book Leading Change. His work was based on his personal business and research experience, and did not reference any outside sources that has questioned its value. A current perspective on a limited tested model aims to be a focus of this paper. Design/methodology/approach: The literature on change management was reviewed for each of the eight steps defined in Kotter's model, to review how much support each of these steps had, individually and collectively, in 15 years of literature. Findings: The review found support for most of the steps, although no formal studies were found covering the entire spectrum and structure of the model. Kotter's change management model appears to derive its popularity more from its direct and usable format than from any scientific consensus on the results. However the model has several limitations, that are identified, impacting upon its universal acceptance and popularity. Research limitations/implications: Further studies should examine the validity of Kotter's model as a whole. More importantly, change management research should form a greater link with stakeholders in order to translate current research into a format usable by practitioners. Practical implications: No evidence was found against Kotter's change management model and it remains a recommendable reference. This paper attempts to "test" the "how-to-do-change management" with empirical and practitioner literature that was not evident in the original text. The model would be most useful as an implementation planning tool, but complementary tools should also be used during the implementation process to adapt to contextual factors or obstacles. Originality/value: Based upon a thorough review, this is the first formal review of Kotter's change management model, 15 years after its introduction.
Article
Full-text available
Purpose The purpose of this paper is to review the importance of various change principles in assisting change in three public sector organizations. Design/methodology/approach The researchers carried out interviews and used focus groups in assessing the principles and strategies which would be more useful. Findings The interview and focus group results in three public sector organizations suggest that forming a guiding coalition might be one of the most important principles to observe. Research limitations/implications The research data used for illustration are based on case evidence and the anecdotal interpretation of change in three settings. The paper does not claim to offer a scientific conclusion. Practical implications The goal is to encourage a discussion on whether or not certain principles or strategies should be more important. Originality/value The paper reviews the literature on change and reviews these principles in real experiences. Much of the other literature is conceptual.
Article
Full-text available
An ethnographic approach to document analysis is offered based on principles of qualitative data collection and analysis. It is proposed that numeric as well as narrative data be collected when studying such documents as TV new and movies. Ethnographic content analysis is briefly contrasted with conventional modes of quantitative content analysis to illustrate the usefulness of constant comparison for discovering emergent patterns, emphases and themes in an analysis of TV news coverage of the Iranian hostage situation. It is suggested that an ethnographic perspective can help delineate patterns of human action when document analysis is conceptualized as fieldwork.
Article
This article is based on Professor Tushman's well-received presentation at the 1997 international trategic leadership conference in Washington, D.C., in April
Article
Why didn't a single minicomputer company succeed in the personal computer business? Why did only one department store-Dayton Hudson-become a leader in discount retailing? Why can't large companies capitalize on the opportunities brought about by major, disruptive changes in their markets? It's because organizations, independent of the people in them, have capabilities. And those capabilities also define disabilities. As a company grows, what it can and cannot do becomes more sharply defined in certain predictable ways. The authors have analyzed those patterns to create a framework managers can use to assess the abilities and disabilities of their organization as a whole. When a company is young, its resources - its people, equipment, technologies, cash, brands, suppliers, and the like-define what it can and cannot do. As it becomes more mature, its abilities stem more from its processes - product development, manufacturing, budgeting, for example. In the largest companies, values - particularly those that determine what are its acceptable gross margins and how big an opportunity has to be before it becomes interesting define what the company can and cannot do. Because resources are more adaptable to change than processes or values, smaller companies tend to respond to major market shifts better than larger ones. The authors suggest ways large companies can capitalize on opportunities that normally would not fit in with their processes or values; it all starts with understanding what the organizations are capable of.
Book
Analyzes how successful firms fail when confronted with technological and market changes, prescribing a list of rules for firms to follow as a solution. Precisely because of their adherence to good management principles, innovative, well-managed firms fail at the emergence of disruptive technologies - that is, innovations that disrupt the existing dominant technologies in the market. Unfortunately, it usually does not make sense to invest in disruptive technologies until after they have taken over the market. Thus, instead of exercising what are typically good managerial decisions, at the introduction of technical or market change it is very often the case that managers must make counterintuitive decisions not to listen to customers, to invest in lower-performance products that produce lower margins, and to pursue small markets. From analysis of the disk drive industry, a set of rules is devised - the principles of disruptive innovation - for managers to measure when traditional good management principles should be followed or rejected. According to the principles of disruptive innovation, a manager should plan to fail early, often, and inexpensively, developing disruptive technologies in small organizations operating within a niche market and with a relevant customer base. A case study in the electric-powered vehicles market illustrates how a manager can overcome the challenges of disruptive technologies using these principles of disruptive innovation. The mechanical excavator industry in the mid-twentieth century is also described, as an example in which most companies failed because they were unwilling to forego cable excavator technology for hydraulics machines. While there is no "right answer" or formula to use when reacting to unpredictable technological change, managers will be able to adapt as long as they realize that "good" managerial practices are only situationally appropriate. Though disruptive technologies are inherently high-risk, the more a firm invests in them, the more it learns about the emerging market and the changing needs of consumers, so that incremental advances may lead to industry-changing leaps. (CJC)
Article
The rapid rate of change in the world of management continues to escalate. New government regulations, new products, growth, increased competition, technological developments, and an evolving workforce compel organizations to undertake at least moderate change on a regular basis. Yet few major changes are greeted with open arms by employers and employees; they often result in protracted transitions, deadened morale, emotional upheaval, and the costly dedication of managerial time. Kotter and Schlesinger help calm the chaos by identifying four basic reasons why people resist change and offering various methods for overcoming resistance. Managers, the authors say, should recognize the most common reasons for resistance: a desire not to lose something of value, a misunderstanding of the change and its complications, a belief that the change does not make sense for the organization, and a low tolerance for change in general. Once they have diagnosed which form of resistance they are facing, managers can choose from an array of techniques for overcoming it: education and communication, participation and involvement, facilitation and support, negotiation and agreement, manipulation and co-optation, and both explicit and implicit coercion. According to the authors, successful organizational change efforts are characterized by the skillful application of a number of these approaches, with a sensitivity to their strengths and limitations and a realistic appraisal of the situation at hand. In addition, the authors found that successful strategic choices for change are both internally consistent and fit at least some key situational variables.
Article
Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would like. The brutal fact is that about 70% of all change initiatives fail. In this article, authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations.
Article
Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with "soft" issues, such as culture and motivation, but, say the authors, focusing on these issues alone won't bring about change. Companies also need to consider the hard factors-like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success versus failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations a bout projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no other factors (or combination of factors) have predicted outcomes as successfully.
Article
Introduction1. The Crisis That Will Not Go Away2. Reengineering-The Path to Change3. Rethinking Business Processes4. The New World of Work5. The Enabling Role of Information Technology6. Who Will Reengineer?7. The Hunt for Reengineering Opportunities8. The Experience of Process Redesign9. Embarking on Reengineering10. One Company's Experience-Hallmark11. One Company's Experience-Taco Bell12. One Company's Experience-Capital Holding13. One Company's Experience-Bell Atlantic14. Succeeding at Reengineering15. Questions that Readers Ask the MostEpilogueIndex
The Innovator’s Dilemma
  • C M Christensen
Doing Social Research
  • K L Baker
Baker KL (1994) Doing Social Research, 2nd edn. New York: McGraw Hill.
Lifting the Fog of Peace
  • J Davidson
Davidson J (2013) Lifting the Fog of Peace. Michigan: University of Michigan Press.
Strategic Change Management: Change Management Challenges in the Danish Police Reform. Doctoral School of Organization and Management Studies
  • R Degnegaard
Degnegaard R (2010) Strategic Change Management: Change Management Challenges in the Danish Police Reform. Doctoral School of Organization and Management Studies, Copenhagen Business School.
Understanding and Managing Organizational Behavior, 4th edn
  • J M George
  • G R Jones
George JM and Jones GR (2005) Understanding and Managing Organizational Behavior, 4th edn. Upper Saddle River, NJ: Pearson Prentice Hall.
Leading Change Management Requires Sticking to the Plot
  • T Senturia
  • L Flees
  • M Maceda
Senturia T, Flees L and Maceda M (2008) Leading Change Management Requires Sticking to the Plot. Los Angeles: Bain.
Beyond Change Management
  • Anderson D Ackerman
Anderson D and Ackerman L (2001) Beyond Change Management. San Francisco: Wiley.
  • J Balogun
  • V H Hailey
Balogun J and Hailey VH (2004) Strate´gies du Changement. Paris: Pearson Education France.
Changing Minds in the Army: Why It Is So Difficult and What to Do About It. Strategic Studies Institute and
  • S J Gerras
  • L Wong
Gerras SJ and Wong L (2013) Changing Minds in the Army: Why It Is So Difficult and What to Do About It. Strategic Studies Institute and U.S. Army War College Press, October. Available at: http://www.strategicstudiesinstitute.army.mil/pubs/dis play.cfm?pubID¼1179 (accessed 5 July 2016).
  • B Waisfisz
  • G Hofstede
Waisfisz B and Hofstede G (2004) Organizational Culture. Available at: http://geert-hofstede.com/organisational-culture.html (accessed 22 October 2015).
  • Farrell T