Control in an Organization Case Study Example | Topics and Well Written Essays - 1000 words

Control in an Organization - Case Study ExampleWhisemand and Ferguson (2009) proposed a way style called Agile Organization that expands the perception on police passs. The proponent has taken into account age on experience as a police officer before drawing such(prenominal) strategy. Whisemand and Ferguson fight down that police organizations need to define their values. These atomic number 18 the aspects that give justification to their existence and foundations for all police actions. The beside 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 shin that the vision has to prepare policemen to changes as well as modify 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 some(prenomin al) problems especially in the management aspect. Bureaucracy becomes an issue when there are several chains and subsections. Lean organizations ensure better lateral movement and expediency discourse within the organization. reanimate often makes or breaks organizations. The pace in which leaders react to important events related to the police for go out determine future success. Decision making is critical and such needs to be carried out seamlessly. For some 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 c ases seniority. Most police entities have icy 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 utile 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 behavior 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