Troutville Police Department Case
MIP MBA 32
Take Home Test: the Troutville Case
Student: Na
Organizational Behaviour Course
The Troutville case
• Troutville is a small town located in a rural area of the Western United States, with a population of 35.000 people • The local Police Department has been lead for the last 17 years by J.Stage • After Stage’s retirement, the city recruited candidates from outside the town, and appointed L.Gaft as the chief of police • Gaft had previously worked in a large metropolitan police department, where he used a “tight” control style • Gaft aimed to bring to town the “team policing” philosophy: goals are identified and teams are assigned to them
2
The Police Department
• The Police Department, classified as “small”, employees 70 people • Chief Stage was highly respected despite his drinking problems and his short temper • He gave great importance to the level of his people, and he required qualified personnel on his staff • During his tenure the Department did not experience any major problems • Chief Stage was a charismatic leader: his style implied a low level of formalization of tasks and of specific duties • During his tenure, the Department was a an agile and flexible organization, with very few hierarchical levels
3
Prop. A: Reengineering
• The first proposal for the organizational change is based on the “reengineering” approach • The intervention motto would be: “Let’s create the future” • The reengineering approach is coherent with Graft’s radical “team policing” philosophy • The phases are: Identification of processes, Analysis, Redesign and Implementation, Monitoring and Evaluation • The learning mechanism would be focused on procedural mechanisms (methods, procedures, rules) • Potential outcomes will include a new innovation-based culture, cost reductions, increased quality standards
4
Prop. A: Reengineering (2)
• Roadblocks will include cultural impediment (values, beliefs and behaviours)
Take Home Test: the Troutville Case
Student: Na
Organizational Behaviour Course
The Troutville case
• Troutville is a small town located in a rural area of the Western United States, with a population of 35.000 people • The local Police Department has been lead for the last 17 years by J.Stage • After Stage’s retirement, the city recruited candidates from outside the town, and appointed L.Gaft as the chief of police • Gaft had previously worked in a large metropolitan police department, where he used a “tight” control style • Gaft aimed to bring to town the “team policing” philosophy: goals are identified and teams are assigned to them
2
The Police Department
• The Police Department, classified as “small”, employees 70 people • Chief Stage was highly respected despite his drinking problems and his short temper • He gave great importance to the level of his people, and he required qualified personnel on his staff • During his tenure the Department did not experience any major problems • Chief Stage was a charismatic leader: his style implied a low level of formalization of tasks and of specific duties • During his tenure, the Department was a an agile and flexible organization, with very few hierarchical levels
3
Prop. A: Reengineering
• The first proposal for the organizational change is based on the “reengineering” approach • The intervention motto would be: “Let’s create the future” • The reengineering approach is coherent with Graft’s radical “team policing” philosophy • The phases are: Identification of processes, Analysis, Redesign and Implementation, Monitoring and Evaluation • The learning mechanism would be focused on procedural mechanisms (methods, procedures, rules) • Potential outcomes will include a new innovation-based culture, cost reductions, increased quality standards
4
Prop. A: Reengineering (2)
• Roadblocks will include cultural impediment (values, beliefs and behaviours)