Memphis Code Enforcement Case Study

Memphis, Tennessee is listed in the top five most violent cities in America. Memphis’ homicide rate is close to two hundred and we have one more month to go before the end of 2016.

It is the organization's operation through the values that will be the superior alternative management tool (Wasserman & Moore,1988). A police department that supplies a mission statement that is encouraged by its goals that are made up of intentions that contain the processes are on the right track no matter the time of origination. It is critical that execution of the objectives is the consequence of effective and efficient management of the processes which transpire within the department. It is the work of operations that are important to the sequence of steps that will direct the attainment of the Memphis Police Department's presented ambitions (Nassar, 2007). The mission of the department depends on the workforce that implementing the standards on the citizens within the community. It is not unusual for the influence concerning a department's mission to come from and change by way of city officials, politicians, interest groups, and stakeholders. However, as an officer sworn to be a public servant has a commitment to the citizens and upholding the

Although Chief Eager is technically implementing new policies and procedures in the department, he is failing to ensure that his officers understand (Cordner, 2016). The study does not refer Chief Eager ensuring that his supervisors understand the new policies, nor ensuring that they will implement and enforce them. When an administrator fails to confirm that new mandates are recognized and followed, stress and cliques are imminent in the

With all this outside interest in developing musical tourism beyond Graceland, Sun Studios, and few small downtown museums, none considered revitalizing the abandoned lot that once house the Stax record label and studio in South Memphis. Outside of an interpretive marker placed there, the location remained forgotten and ignored, even by potential developers or the Church of God in Christ, the organization that razed the building to make way for a community center. A turn in Memphis’ commitment to preserve historic sites occurred in 1997 under the leadership of Willie W. Herenton, the first African American elected Mayor of Memphis. Miriam Decosta-Willis in Notable Black Memphians noted, “As Mayor, he focused on economic, educational, and cultural development of the city through the infusion of private investments.” On July 13, 1997, the Commercial Appeal ran an article entitled “Preserving What’s Left Struggle Continues to Save Defining Places in City’s Past” that chronicled this new era of historic and cultural preservation. Journalist Michael Lollar interviewed Ward Archer Jr, who led the failed attempt to save Stax in 1989, and archeologist Guy Weaver about the changing climate in Memphis’s commitment to historic

After reviewing the facts of the Rixton case study I assessed the primary issues were pertaining to the development of two distinct subcultures in the police department and lack of authority from the city’s police chief. Due to the police chief’s hands-off approach to leadership, officers are unaware of his policies and procedures, and they conducted police functions utilizing their own discretion (Cordner, 2016). Let us examine how the Rixton Police Department’s organizational dysfunction allowed for these actions to occur beginning with their chief of police.

The Rixton case is regarding a community of fewer than 20,000 inhabitants and their police force, who employs 36 officers (Cordner, 2016). The issues that plagued the police force are partly caused by the chief’s lack of administrative efforts. The chief has little experience with organizational accountability, even though he is a pleasant man. When the chief implements a new policy or procedure, he simply attaches the new document to a full bulletin board. No one in the department takes the time to read, comprehend, nor practice the new policy.

The results of the analysis concluded that departments which did not jarringly force change possessed a stronger, and more capable accountability infrastructure. While changes made in reformation is not self-sustaining and do not guarantee change. The Pittsburgh and Cincinnati Police Departments showed that implementing new programming and protocols which officers are favorable toward without forcing their culture to change had the most success. Whereas the Washington Metro Police saw a steady increase in misconduct after reform was implemented as a form of backlash.

This should be addressed thoroughly throughout any and all changes within the department. It is critical that managers learn to be explicit about cultural behaviors that will aid in the way the organization operates. As our community is always changing and evolving, it’s important for the organization to have knowledge and understanding of the mission or main goal of the entity. It is very evident that the Probation Department is trying to implement and adapt to changes that allow better service to our clients. Within the department, there are many methods used by management to ensure that both the employer and employee understand each other and what needs to happen. Several entities utilize quarterly, monthly and weekly meetings to ensure that everyone is constantly reminded of the main goal and that issues can be

For one, concerning law enforcement to make efficiently chances work. The department must want “to accomplish organizational change, the police manager needs a combination of will and skill to seize the opportunity to make the needed changes” (Swanson, Territo, & Taylor, 2012, p. 664). As such, to make changes succeed in an organization, and the following are critical aspects: flexible priorities, assemble resources, seize opportunities, create opportunities, and lastly it is critically important to follow

There are many different ways that a business can make a difference. This paper will give the insight of how changes at ADWS (Arkansas Department of Workforce Services) can transform them into a great company. With the different types of implementations taking place they will become top competitors with other businesses throughout the state. The recommended changes will be addressed along with the projected timeline it will be implemented. Knowing the background in why the organization was chosen, the significance, and history of the organizations. This will include diagnosis, have supporting data/analysis, recommended intervention, and applicable organizational behavior concepts.

The manager may have the power to change an organization’s policies with the stroke of a pen but changing a deep-rooted culture may be the managers’ toughest task. Commissioner Charles Rossotti realized the task before him and the commitment it would take to produce the necessary changes at the Internal Revenue Service (IRS). Rossotti had to win the hearts and minds of the people that work at the IRS, politicians, and the American People to convince them that his proposed changes would produce a

This agency is facing a number of extensive issues, among them, misconduct and lack of accountability. The problems within this department have extended outside of the agency concerning the mayor, city council, and the community members. This agency needs to show its community that it is dedicated to serving and protecting the public with the utmost honor and respect for the law. As a consultant for this agency, I have outlined a plan of action that will deal with the crucial problems within this department including the misconduct, the lack of accountability, high turnover rate, as well as how to inform the media on the new positive changes this office will undergo.

Also, the absence of any unifying theories that explain the change as a self-motivated systematic process might be acceptable, or at least explained, by the number, complexity and variability of the dynamics involved may create a problem with their reluctance to change (Hart, J., 1996). Futhermore, it was proposed each individual must understand and describe the process of change in police organizations, it is necessary to consider not only the human reactions to change, but also the mechanistic organizational functions and processes that bring about those effects in humans (Hart, J., 1996). Any attempt to unravel any function, process and structural issues from the social and psychological aspects of the work force will result in an incomplete analysis (Hart, J., 1996). Therefore, it is suggested that an integrated and all-inclusive approach is necessary in order to understand and explain the processes of change in police organizations (Hart, J., 1996). In addition, we must consider unplanned and unforeseen changes to the organization, especially when they do not have a sub-systems designed to monitor leading or key indicators of environmental activity that critically

As a political Science major I generally have a strong interest in government. As a lifelong resident of public housing, I have a specific interest in the New York City Housing Authority. So, when Civic Consulting USA, an organization dedicated to helping “government leaders tackle some of the toughest issues cities face”, offered me a fellowship in a project intended to improve NYCHA; it was quite easy to accept the opportunity. This essay is will discuss some of my thoughts

Shoneka Kelley discusses the topic of change in Forum 4, and presents an interesting perspective about the challenges of constant personnel rotation in her workplace; the Department of Justice (DOJ). Shoneka explains mobility clauses and that changing faces, ideas and ideals are inherent in her organization.