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NCJRS Abstract

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NCJ Number: 120625 Find in a Library
Title: New Realities
Journal: Law Enforcement Technology  Volume:16  Issue:9  Dated:(October 1989)  Pages:22,26-29
Author(s): B Kolpack
Date Published: 1989
Page Count: 5
Type: Issue Overview
Format: Article
Language: English
Country: United States of America
Annotation: Microchanges, or small adjustments, in complex organizations can cause macrochanges, or larger deviations in normal activity and direction; adept managers must be able to creatively deal with and harness change to bring greatest benefit to the organization.
Abstract: There are several trends which could bring macrochanges to sheriff and police departments, including population demographics, changes in the work force, advances in technology, business and economic changes, and socio-political considerations. Certain elements, such as deviations from tradition, strategic managerial decisions, or functional program shifts, can precipitate change within an organization. Controlled and uncontrolled developments can affect a law enforcement agency's ability to deliver services to the public. In order to avoid personal and organizational stress in the face of change, managers must be able to identify and counteract factors which cause individual employees to resist change, including fear of the unknown, inadequate or inaccurate information, lack of control, and too many changes at once. During a transition period, managers must demonstrate that the change will enable their employees to develop new skills and increase their job satisfaction. Future changes in the workplace will force managers to develop strategies to smooth the way for their organizations; effective communications skills will be the prime way of addressing employee concerns. Monitoring and follow-up supervision are also requirements of any change process.
Main Term(s): Change management
Index Term(s): Organization studies; Program implementation
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