Management Management

MANAGEMENT 10

Management

Management

The role of the management in any organization is to ensure that theset goals are met and that there are various strategies that are putin place to ensure that the goals are met. Management of aninstitution such as the Dakota Ojibway Police service in ManitobaCanada requires efficient and effective strategies to be put in placeto ensure that the goals and the objective of the institution aremet. It is essential to note that institutions such policedepartments are meant to provide securing and maintain law and orderin society. Therefore, for the institution to deliver its serviceseffectively to the people, it is essential to manage theinstitutional efficiently. A management process which involvesplanning, organizing, leading and controlling requires to be put inplace to ensure that the goals set are met (Lewis, 2010). Riskmanagement is another aspect that Dakota Ojibway Police service inManitoba Canada deals with efficiently. It is clear that in anyorganization or institution where there are goals set, risks will bethere and efficient management of such risks is critical for theachievement of the set goals.

Majority of the people believe that a manager’s role or aninspector’s role is to instruct and order things to be done.However, it is essential to note that what people see are only theleading and the controlling roles. The planning and the organizingfunctions of a leader come before and are the basis upon which theleading and controlling functions are executed. The managementprocess of planning organizing, leading and controlling can beeffectively applied in the Dakota Ojibway Police service in ManitobaCanada. It is abundantly clear that the institution has goals set,vision, mission and even a value statement. In this regard, theattainment of the set objective and goals require an organizationalstructure that will enable proper execution of the various duties bydifferent officers in the institution. The goals and the objectivesset will not just be achieved without any challenges (Lewis, 2010).There will be enormous challenges and risks that the institution willface at every stage while seeking to achieve the goals. As theleaders at the institution set goals, it is essential to identify thevarious risks might hamper the attainment of the goals. As a result,it is critical to have risk management strategies that will eliminateor at least neutralize the risks.

Planning

Planning is the initial stage of the management process. This stageinvolves the process of setting the goals and objectives of theinstitution. It is clear that the Dakota Ojibway Police service hasgoals and these goals should be set in this initial stage. Whatfollows are the steps that the institution will take to achieve theset goals. Some of the goals of Dakota Ojibway Police service includethe provision of quality policing services to the people, employingthe best offices, provide operational support and also establish thebest management practices and accountability. The police service hasalso some objectives which it seeks to achieve. Some of theobjectives include reducing crime, maintain the community basedstructure of the police service and improve the quality of life forthe residents. To achieve these goals and objectives, it is essentialto apply the management process technique (Lewis, 2010). Theachievement of these goals and objectives will require development ofsteps from the top leadership which will ensure that the objectivesare met.

Planning will enable the inspector, with the assistance of thesergeant, to scan the environment as the first planning step. Thiswill enable them to find out what the environment constitutes and howit affects the achievement of the goals and objectives. This mayinclude finances available for the achievement of the objectives. Theleaders at the department might also assess the level of crime andthe number of criminals in the neighborhood where they target toimprove the status of the lives of the people. The process ofenvironmental scanning will also involve the assessment of the peoplethat the police department will be serving. This will enable theleaders at the police department to lay out the best strategies ofachieving the set goals and objectives. The epicenter of planning iswhen the planners forecast what will happen in the future or theconditions that might exist in the future. This enables them to planand come up with the best strategies to ensure the goal achievementprocess is in course. During the forecast, the planners mustestablish some of the risks that might arise and those that mightjeopardize the attainment of their goals, as well as achievement oftheir objectives (Lewis, 2010). Terrorism may be one of the risksthat might jeopardize the achievement of the set goals andobjectives. Financial constraints can also be another risk that theDakota Ojibway Police service may face. The leaders must come up withrisk management strategies that the service will apply to ensure thatthey do not affect the achievement of the goals and objectives. It isclear that risks are inevitable and they must be planned for orotherwise they will come up when the service is least prepared todeal with them.

Risk management at this point is also being planned. The risksassociated with the project are identified and plans or steps tocounter or eliminate the risks are put in place. For instance,seeking for financial assistance from the donors is a way of evadingthe risk of insufficient funds. The planning process will identifythe best actions or strategies to be applied by the Dakota OjibwayPolice service.

Organizing

The application of a management process at the Dakota Ojibway Policeservice will include the function of organizing as the second phaseof the management process. It is essential to note that the entirefour step management process should not be viewed as separatefunctions but it normally a continuous process. Organizing is thestep that follows the planning stage. At the police service,organizing can be applied in the process of making an organizationalstructure which shows the management structure from the top to thebottom. The organizational structure is normally represented in theform of a chart (Lewis, 2010). In the case of this police service,the inspector will be above the sergeant in the structure since he orshe has more powers. The organizational structure is extremelyimportant in the institution since it clearly indicates where thepower comes from and where it ends. Organizing will enable the policeofficers to know where or from whom to take commands. For instance,the sergeant will take commands from the inspector who in turn takescommands from a senior officer in the institution.

Organization will also involve the design of the duties andresponsibilities of each officer at the Dakota police service. Thisservice is largely known as the job design. It is also at this stagethat the various officers are assigned their duties andresponsibilities which are aimed at ensuring that the objective setat the planning stage are met. For instance, the management of thepolice service can divide the location they police into regions andassign various police officers the duties of manning varioussections. Additionally, the inspector can assign the sergeant a groupof officers to be under his command and offer services to a certainlocation. Risks will also be evaluated at this stage and the propermeasures put in place. For instance, in the allocation of officers invarious places, factors such as the level of crime in those regionswill be considered. It is clear that high levels crime present risksthat can impede the process of achieving the set goals by the policeinstitution. In such instances, the management ensures that suchstrategies are put in place to counter the risks. Allocation ofexperienced and many police officers in crime prone areas will reducethe risk of insecurity in the area.

The design of job duties and responsibilities involves decisionmaking by the various stakeholders in the police services. Sergeantsand inspectors are clearly involved in designing the duties of juniorofficers and how such duties will be carried out. In the organizationstage, officers cannot be allowed to design their own job duties andresponsibilities. The CEO of the police service is tasked with theresponsibility of designing the job description of the juniorofficers and assigning them duties and responsibilities.

Leading

Leading is the third crucial step in the management process that canbe applied at Dakota Ojibway Police service. The primary role that amanager of any organization is defined with is his ability to leadhis subordinates. Leaders have a role to inspire their subordinatesto execute their duties with passion and enthusiasm in order toachieve the organizational goals. At Dakota Ojibway Police service,it is essential for the leaders at different levels to lead theirsubordinates in such a way that the set objectives and goals are met.In order to inspire and motivate the subordinates, the leaders at thepolice service must understand the various leadership styles thatvarious scholars have proposed.

An effective leader is the one who understands his or hersubordinates’ emotions, personalities, values and beliefs. It isabundantly clear that the Dakota Ojibway Police service serves peopleand has officers from different cultural backgrounds. As aconsequence, it is essential for the leaders to understand the valuesand beliefs, as well as the personalities of the various officers inorder to lead them effectively (Lewis, 2010). Communication isanother essential element of applying effective leadership in DakotaOjibway Police service. The management of the police service mustunderstand the role of effective communication to the junior policeofficers and to the senior officers such as sergeants and inspectors.The management and the leadership of the police service musteffectively communicate the goals and the objectives of the policeservice to all the officers. This will ensure that the officers areworking towards the attainment of the goals and the objectives.

It is essential for the management of the police service to deviceways through which they can motivate their officers. This part ofleadership process under the management process. Allowances, teambuilding, risk allowances, and rewards are all ways through whichofficers can be motivated to work towards the achievement of the setgoals and objectives of the Dakota Ojibway Police service. Thesergeant has the responsibility of providing leadership to theofficers under him. He should apply the various effective leadershipstrategies such as communication and motivation to ensure that theofficers he leads deliver on the objectives of the police service.Leadership should be based on the skills, knowledge and ability ofthe leader.

Controlling

This is mainly the last step in a management process.Controlling is extremely necessary for Dakota Ojibway Police service.This is a process that involves the setting of standards ofperformance expected from the officers, as well as the evaluation ofthe actual performance. The actual performance must match with theset standard performance. If the actual performance is below thestandard set performance levels, the management should initiatecorrective measures to ensure that the process of achieving the goalsand objectives remains on course (Lewis, 2010). The police servicecan determine the performance standards in terms of the quality ofservice offered to the residents, level of crime reduction in thearea, level of accountability by the officers and the extent to whichthe quality of life of the residents has improved. The actualperformance by the officers must reflect the standard performance.

Measurement of performance by the officers can be done throughreports and levels of residents’ satisfaction. It is evident thatall the leaders or managers in an institution such as Dakota OjibwayPolice service must be involved in the measurement of performance.Sergeants have the responsibility to assess the performance ofofficers under them to determine whether they have attained the setstandard performance. The inspector has also the role of determiningwhether the officers under him have performed according to the setstandards. The organizational structure will determine which officerreports to which other officer. For instance, the sergeant shouldpresent his report on performance to the inspector who will in turnhand it over to the senior management officers for decision making.

It is essential to note that the process of controlling should notbe confused with the control of people’s beliefs and values oremotions. However, controlling involves the management of the workrelated activities which ensures that the subordinates follow the setsteps and guidelines to facilitate the achievement of the setorganizational goals and objectives (Lewis, 2010). In the applicationof controlling in the said police service, it is essential for theleaders to only concentrate on the work related aspects ofperformance and only assess the officers on the basis of their workrather than their beliefs and values. The risks involved in theperformance by the officers are also assessed and proper adjustmentsare made. Management of the risks at the control level are assessedand if there are failures in the management of the risks, propercorrections are made.

The application of the management process of planning, organizing,leading and controlling at Dakota Ojibway Police service will ensurethat the service sets goals and objectives and also developsstrategies to attain such goals. Risks will also be assessed andeffective counter strategies put in place. There will be properallocation of duties and responsibilities and every officer will knowwhat is expected of him or her. This management process will alsoensure that the leaders at the institution lead the officerseffectively through motivating them to work extremely hard to achievethe goals and objectives of the police service. Controlling will alsobe an extremely essential aspect in the police service. It is assesswhether the set objectives were met or there needs to be somecorrections in the operations of the officers.

References

Lewis, P. S. (2011).&nbspManagement: Challenges for tomorrow`sleaders. Mason, OH: Thomson/South-Western.

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