Two Police Organizational Case Studies

Paper Summary:

This paper explains that each case study concerns a specific department, which is a "subsystem" within a larger entity, that displays "deviant organizational behavior". The author points out that an accurate analysis of feasible solutions needs to reference the harmful external forces and inadequate internal responses that characterize both cases. The paper concludes that the effect of the decentralization process was not the primary cause of the Maidstone Field Office problems but rather these problems were the result of an
institutional inertia that did not encourage effective work. The author suggests that the police officers themselves should have been empowered to find the solution to the problems, which might have included replacing the division commander with a more proactive officer who is aware of his or her leadership role.

From the Paper:

"The Easy-Money section of the Maidstone Field Office, a revenue-
producing department of a governmental ministry, has been the only
section singled out and adversely affected by the organization's new
policy of decentralization. Although decision-making is still centralized in the Head Office, it is unclear whether the Territory Managers or the Production Head Managers are responsible for operations in this section. This has resulted in an internal stalemate because the Field Office Manager, Mr. Jones, and the Audit Supervisor, Mr. Smith, are unable to work together."

Sample of Sources Used:

• Hoffman, Randy,Ruemper, Fred, "Organizational Behavior: Canadian Cases & Exercises", Fifth Edition, Captus Press, York University, 2004
• Greeberg, Jerald, "Managing Behavior in Organizations", Pearson Education, Inc., Pearson Prentice Hall, Upper Saddle River, New Jersey, 2005

More papers on Two Police Organizational Case Studies:

• Comparison Essay # 130016 : "Two Organizational Case Studies"
• Case Study # 130107 : "Case Studies on Demotivation"
• Research Paper # 99102 : "Foreign Direct Investment"

APA Citation:

MLA Citation: