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How to evaluate the effectiveness of the police department in a medium-sized community

Ch.1:  Why is shared information so important in a learning organization as compared to an efficient performance organization?  Discuss how an organization’s approach to information-sharing might be related to other elements of organization design, such as structure, tasks, strategy, and culture.

The benefit to a learning organization is that in a fast changing environment quick decisions can be made. Learning has to be done through trial and error and sometimes departing from standard procedures. The learning organization promotes communication and collaboration so that everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability (Daft, 31). Unlike the efficient organization, the learning organization has few rules or procedures, and knowledge and control of tasks are located with workers rather than with supervisors or top executives. With information that is available to each worker the learning organization works at optimum level. The culture in a learning organization encourages openness, equality, continuous improvement, and change. In a learning organization the structure is horizontal. While in an efficient performance organization the culture will be rigid with a vertical structure and routine tasks.

Ch. 1:  What are some differences one might expect among stakeholder expectations for a nonprofit organization versus a for-profit business?  Do you think nonprofit managers have to pay more attention to stakeholders than do business managers?  Discuss.

The primary difference is that managers in businesses direct their activities toward earning money for the company, whereas managers in nonprofit direct their efforts toward generating some kind of social impact (Daft, 12). Non-profit organization have a hard time getting funds since services are provided to people with limited funds. For profit businesses it is easy to measure dollars and cents while non-profits have to measure intangible goals like improving public health. That is why in my opinion non-profit managers to have to pay more attention to stakeholders than do business managers.

Ch. 2:  How might a company’s goals for employee development be related to its goals for innovation and change?  To goals for productivity?  Can you discuss ways these types of goals might conflict in an organization?

Employee development goals is training, promotion, safety , and growth of employees. Productivity goals are goals of output achieved from available resources. While innovation goals are goals that focus on internal flexibility and readiness to adapt to unexpected changes in the environment. Employee development goals are related to innovation and change because when an employee develops themselves they are more likely to be innovative and accept change. When an employee accepts change better the companies productivity rises because it does not need to wait for the employee to adjust. The employee is quicker to be again productive after the change occurs. There is some conflict to all these goals. Since it takes time to development an employee the productivity may suffer while the employee is developed. Keeping a high productivity level may also get in the way of innovation and change. As in employees may not have time to innovate and accept change because there is no time for it.

Ch. 2:  Suppose you have been asked to evaluate the effectiveness of the police department in a medium-sized community.  Where would you begin, and how would you proceed?  What effectiveness approach would you prefer?

I would use the balanced scorecard approach. The balanced scorecard combines several indicators of effectiveness into a single framework, balancing traditional financial measures with operational measures relating to a company's critical success factors (Daft, 77). These are some of the questions I would try to answer.

Are our building expenditures too large?
Can we afford to hire more police officers?

How does the community see us?
Is the community safe?
Are there too many traffic accidents in the community?

Learning and Growth
Is everyone physically fit?
Has everyone taken all required classes?

Internal Business Processes
Does our traffic stop process in line with national procedures?

Ch. 3:  What types of organizational activities do you think are most likely to be outsourced? What types are least likely?

The most likely activities to get outsourced are manufacturing, human resources, and credit card processing. Just about any type of job that can be emailed or shipped over can be outsourced. Some jobs that are not likely to be outsourced are police officers, firefighters, waiters, lawyers and plumbers. These jobs have to stay here because the employee has to be present at the location.

Daft, R. (2008). Organization Theory and Design (10th ed.). South-Western, Cengage Learning: Mason, OH, 2004.