Change management situation in a Police organisation

sort oversight situation in a Police geological formationThis essay will analyse a transfer management situation in a Police organisation, comparing orgasmes to attractionshiphip, analysing the efficiency of social skills for a attractor and analysing the role of a Leader within the Police environment, taking cognisance of the principles, theories and approaches to Leadership.Leadership is a function of knowing your self, having a tidy sum that is well communicated, building trust among colleagues, and taking effective legal action to realise your own leadership potential.The Police service in Scotland has under g mavin m either modification Management Situations over the years.In 1975 the Local Government reorganisation brought rough the amalgamation of the Burgh and City jurisprudence twinges into the eight territorial forces that we recognise today. At the present Strathclyde Police are undergoing a signifi beart vary management situation, the result of which is th e slaying of Variable Shift Agreement (VSA) across the force at operable level.EVALUATE APPROACHES TO LEADERSHIPThe introduction of the VSA saw the force revise its traditional cardinal group strategy for core uniform coverage into a five group system. The demands of the new arrangement meant that the leader ( headman Constable) was tasked with change the resource management for each of Strathclydes territorial divisions considering factors much(prenominal) asLength of Service and ageSpecialities i.e. populace Order , FirearmsGenderThese factors were each considered to provide an equal share of skills and experience across a piece as possible. This could prove the ca use of friction amidst the management and subordinates, as well formed successful switchings could be fragmented and divided up across a division.Kotter (1990, cited in Leadership 2009) observed that managers and leaders concur three main tasks that they accomplish in dissimilar waysDeciding what needs to b e through Shift pattern must change to give develop work life balance, better service to the public and to a greater extent than efficient use of resources.Creating networks of lot and relationships that can accomplish the agenda desktop up of a review and implementation team, looking at best use of resources.Trying to fasten that people actu aloney do the job monitoring the results of the newly formed shifts through Key writ of execution Indicators (KPIs) such as cases submitted, stop searches under despatchn and absence management.In the implementation of the VSA shift pattern the leader involved, more or less followed the three tasks as observed by Kotter, hitherto depending on the leaders outrank within the hierarchy, their approach to the same task will differ.Remembering that there is a difference amongst leaders and managersKotters approach foregos Leaders to concentrate on the creation of strategies and visions for the future, communicating and committing to h andment of these visions and motivating others despite obstacles to change.During this change management situation the Leader was more concerned with focusing on the implementation of the VSA alternatively than focusing on the needs of the employees.Lewin et al (1939, cited in Leadership 2009) identified a leadership approach, sometimes referred to as the behavioral approachAutocratic (or authoritarian) call where the leader concentrates on poseting the job done the leader takes responsibility for everything that is done e.g. making decisions , allocating work, setting targets and ensures , through the use of rewards and punishments that team members obey.Democratic (or participation) look where the leader concentrates on the needs of the group or team leadership is shared with team members who pee-pee a greater say in the decision making how tasks are allocated and so on.Laissez Faire (or delegative) bearing as its name suggests this is where the leader deliberately a llows the team to decide what has to be done and how to do it the leader is usable for help and advice if needed but does non interfere.According to Lewin et al the leader utilised an autocratic path of leadership when implementing the VSA, cont coil decision making and task setting. Shown with the formation of the VSA implementation team. They had the set task of ordering out the shift plan to each division in turn, with target dates set for this roll out. Furthermore, the antique Constable regularly chaired a strategic tasking and co-ordinating group, receiving feedback from the implementation team and Divisional Commanders, whilst making all the decisions regarding the implementation, without handing any of these decisions down to subordinates to undertake, showing that in this case he was taking responsibility for everything that was done.A contrary approach to leadership is that of Hersey and Blanchard (1988, cited in Leadership 2009) possibility known as situational lead ership, they make use of observing members freeness to put to death a task and from this select a suitable leadership port.The four stages of readiness are expound asR1 unable and unwillingR2 unable and willingR3 able but unwillingR4 able and willingMost personnel which would be impact fell intoR2 New Probationers who do not yet have the necessary skills and had not experience any other shift pattern.AndR3 More experienced officers who could foresee that the shift pattern was not as favourable as the current one, some whitethornbe pushant to change. but others able to argue that there would be problems with child care, longer working old age and frequent cancellation of reside days with the VSA.The leadership elans suggested areS1 telling or directing requires asseverate of readiness R1S2 selling or coaching requires state of readiness R2S3 participating or escorting requires state of readiness R3S4 delegating requires state of readiness R4From this theory the leader should have adopt a combination of S2 and S3 styles to communicate and sell the VSA and support those who require it. However in choosing to implement S1 (similar to the autocratic approach) with telling and directing the VSA implementation, does not follow Hersey and Blanchards theory and could create more friction by choosing the wrong leadership style. This is shown in the table below.This table shows that different readiness levels require differing styles of leadership, leaders should consider their relations with others, and the structure of the task before determining what style of leadership to adopt, evolving their leadership style as readiness levels change, as with many things one size does not fit all. decompose THE EFFECT OF INTERPERSONAL SKILLS ON LEADERSHIPWhen a leader decides upon a particular(prenominal) leadership approach to their given task, they must then interact with others and consider their own interpersonal skills.A successful and effective le ader requires a range of interpersonal skills such as listening, asking questions, grown feedback, being assertive and so on.This section will analyse two particular aspects of interpersonal skillsInfluencing assay to get someone to do, or to think, something that they might not otherwise have done.Managing Conflict coping with disagreements between people(in broad terms)Using interpersonal skills is not just a matter of knowing what they are, but about being aware when they are suitable and knowing how to use them effectively.According to French and Raven (1959, cited in Leadership 2009) power come outs from five sourcesReward PowerCoercive PowerReferent Power legitimize PowerExpert powerPower is an abstract concept and is difficult to define basically A has the might to make B behave in a certain way.The types of power demonstrated by the leader, throughout the organisational change was a mixture of coercive and legitimate power. The leader had the authority to act behaviou r through their rank within a disciplined hierarchal organisation, the force were presented with the VSA or an alternative of an notwithstanding older shift pattern without consultation.InfluencingLeaders are likely to adopt a particular style or approach when trying to influence someone, the balance of power between some(prenominal) parties will possibly determine the strategy, these whitethorn includeReason using reason and logical argument.Assertion making a direct request with no argument to support the request.Exchange negotiating to arrive at a in return acceptable outcome.Courting Favors friendship and positive behavior to encourage others to behave in the required manner. irresistible impulse using or threatening to use some form of sanction.Partnership gathering support from both sides to build a coalition.And also the style used, Manning and Robertson (2004, cited in Leadership 2009) suggest six possible influencing styles strategian this is where the influencer is clear in what they what to achieve and has considered it before hand .A strategist style tends to favour reason, assertion and union styles of influence.Opportunist this style involves responding opportunistically to the situation facing the influencer. An opportunist style tends to use courting favour and swap strategies. An opportunist is unlikely to prepare much beforehand but will attempt to grasp chances that come their way.Collaborator this style as its name suggests, involves collaboration with others for the overall good. A collaborator style concentrates on partnership, reason, exchange and courting favour strategies. Leaders who favour consensus are an example of collaborator style.Battler this is where the influencer concentrates on what they want and the sanction that they will use if they do not achieve this. A battler style tends to make use of coercion and assertion styles. A battler style is associated with people who want to get their own way and are reluct ant to take no for an answer.Shotgun this strategy involves attempting to influence on a frequent basis and by use of a number of different strategies.Bystander those who adopt this style tend to engage in relatively few influencing attempts and make use of a restricted use of strategies.For the VSA to be implemented the leader combined their influencing strategy and style, using assertion and coercion. By making a direct request to Divisional Commanders to introduce the VSA to their respective divisions, through the VSA implementation teams, underpinning this with their legitimate power by virtue of their position within the force. The leader wanted to get their own way, however reluctant to take no for an answer from their Divisional Commanders.This resulted in competitiveness, which may have been obviateed had the leader utilised a partnership or reason approach, justifying the reason behind their requests.Managing ConflictOn some occasions leaders can use the previously disc ussed influencing strategies and power levels to assist them in managing strife.Robbins (1996, cited in Leadership 2009) describes difference as a process that begins when one company perceives that another has negatively effected, or is about to negatively effect, something that the first party cares about .Buchanan and Huczynski (2004) argue that conflict is a state of mind .Some will argue that conflict is a necessary part of organisational growth and development, where some will claim that an absence of conflict could be seen as an indication of complacency.However conflict has functional or potential benefits such as alter opposing parties to gain a better understanding of each others views.An essential part of the process by which a team becomes effective.Leads alternative suggestions being made.Helps to implement a change successfully.Leads to an agreement that establishes a exemplar for future working.It is not always straight forward to manage conflict some measures can be used to contribute to reducing the conflict at an organisational level reminding those involved of the rules and procedures, but also of remits, targets and goals of the organisation, however sometimes it is these that are the root causes of the conflict.Leaders will all handle conflict differently depending on the type of conflict faced Thomas (1976, cited in Leadership 2009) suggests five styles for managing conflictAvoiding this means doing nix to tackle the conflict, this can be used when the issues are trivial and there is no chance of resolution the conflict.Accommodating this means accepting the earthly concern of the conflict, this can be used to maintain harmony and allow people to learn from their mistakes.Compromising this involves some form of bargaining or negotiation this can be used when getting a solution is important and both parties have equal power.Competing the opposite of accommodate and pursuing the interests of one party at the expense of the other, this can be used in an extremity and a quick solution is necessary.Collaborating working out a solution that is acceptable to both parties and meets all their concerns, used when it is important to gain long term commitment and issues are to important to compromise.Successful influencing and conflict management was certainly required with the initial introduction of the VSA. Firstly the leaders had to influence the core shifts and federation into accepting that it would provide a better quality of service and greater work life balance. The conflict arose through others unwilling to accept the terms of the VSA however the leaders in managing this conflict first off adopted an avoiding strategy during the initial pilot stage of the VSA. At the conclusion of the pilot and in preparation for roll out the leader, still facing resistance changed into competing. The leader believed the shift plan would work force vast and therefore would be implemented, with no consultation and no ar gument to justify the reasons for implementation. Either that or drop off backwards to an older shift pattern.In implementing the VSA the Chief Constable has made effective use of their interpersonal skills, in their own distinct approach to this particular change management situation. However a more beneficial approach may have been a mix of accommodation, accepting that there were flaws in the VSA, and the foundation of conflict with its implementation, collaborating with subordinates to work out a better solution for the long term strategy of the VSA.ANALYSE THE ROLE OF LEADERS IN ORGANISATIONAL CHANGEOrganisational change is about closing the gap between where the organisation is at the moment and where it wants to be. It is the leaders role to close this gap.Senior (2002, cited in Leadership 2009) has identified four levels of change in which some, if not all would be involved in,Fine tuningIncremental appointmentModular transformationCorporate transformationAccording to Sen ior the level of change that the VSA posed to the force was that of a modular transformation, as a significant number of the force, but not all, would be change by its implementation.Kurt Lewin (cited in Leadership 2009) suggests that there are three main stages of change, unfreezing, change and refreezing.For the change to happen, the Leader firstly recognized the need for change, with a new shift pattern, following this with proprietary planning with the implementation team before the unfreezing stage.At this point resistance to the change should have been addressed, but the leader chose to avoid the conflict. The change period was overseen by the leader through chairing tasking meetings and monitoring its progress.During the refreezing period the VSA became an everyday part of life, the change was institutionalized, to give no chance of reverting back to previous shift patterns.Within these three stages people will play different roles in this organisational change Kanter (1992, cited in Leadership 2009) distinguishes between three different types of peopleChange strategists or initiators who initiate change and set the direction for it.Change implementers who co-ordinate and defy out the change.Change recipients who are effected by the change e.g. officers on the street.Change strategists are usually leaders the Chief Constable, change implementers are normally managers Divisional Commanders and the VSA implementation team, and subordinates are the recipients of change Officers on the core shifts.Force field analysis is a technique for analysing the internal and external drivers that can influence any organisational change some of these driving factors for this organisational change can be identified as PESTEL factors, such asPolitical MPs and councilors demanding more police presence on the streets.Economic overtime cost, cut down budget and the new Chief Constables promise to cut costs.Social-cultural alcohol induced anti social behavior. cl ose to all forms of change will be met with some resistance, the VSA being no different. Strebel (1996, cited in Leadership 2009) argues that employees resist change because it disrupts the personal contract between employees and the organisation.Resisters to this organisational change can fall into different categories,Parochial self interest those employees resistant to change, they think that their position will be threatened and will make them worse off, the same employees that fall into Hersey and Blanchards R3 state of readiness.Misunderstanding and deprivation of trust employees misinterpreting the reasons behind the change, due to a miss of communication, viewing this change as just one of manyFor this organisational change to be successful the leader had to boil down resistors and increase drivers for change in an attempt to reach equilibrium.To do this they communicated the benefits of change, through more days off and a better work life balance however there was an element of manipulation used to show employees that they would have more weekends off.Under the current shift pattern officers received one weekend off in every four, the VSA would allow two weekends off in every five. odour back at the current shift pattern over five weeks, officers were already receiving two weekends off in every five.The leader used this information selectively thus attempting to paint a optimistic picture of the benefits of the VSA.A better way may have included an element of participation component part to build commitment to the change and negotiation, which could avoid some resistance from the employees affected by the change.CONCLUSION force a conclusion for this essay, firstly considering the approach to leadership undertaken by the Chief Constable during this, change management situation.In their autocratic (or authoritarian) approach they concentrated in getting the job done and took responsibility for all the decisions made. Had the Chief Constable ap proached the organisational change according to Hersey and Blanchards situational leadership, identified their officers level of readiness and adopted the suggested leadership style, they may have been faced with less friction or resistance by the officers that would be affected by the VSA implementation.Secondly, in analysing the interpersonal skills and its effect on the organisational change, the Chief constable utilised their legitimate power to achieve the implementation, in adopting an assertion style of influencing with no argument to their request, coupling this with the conflict management style, by firstly avoiding and then competing.Had they followed an alternative style suggested by Thomas (1976) such as accommodating and accepting the existence of conflict or resistance to the VSA, they may have been able to negotiate better with the federation and the officers affected by the change to find out the root causes of conflict and address them at an early stage.Thirdly, con sidering the Chief Constables role within this organisational change was that of a change strategist, they initiated the VSA and set its direction, posing, as Senior (2002) identifies as a modular transformation to the force.With some officers resisting due to a parochial self interest, whilst others through misunderstanding and lack of trust in this change, the Chief Constable had to reset the balance by education and manipulation, driving his vision forward.One thing certain from this is the Chief Constable requires managers with the skill, knowledge and experience of organisational change, enabling them to have the ability to change and adapt their leadership style to suit each given change management situation.These managers may not be able to ease all of the resistance to change, but should be able to reduce it considerably to implement future changes that are required.