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Question Description

OrganizationalChange and Total Quality Management

Based on the textbook and reading assignment, “Changing Organizational Cultureto Adapt to a Community Policing Philosophy,” what are two issuesencountered while transitioning an organization to a community policingphilosophy? What barriers impede the effectiveness of Total QualityManagement (TQM) in the process of improving organizational structure thatcan best facilitate community policing? How do “traditional” policing attitudesimprove or impede organizational change?  

Your initial response should be 250-300 words in length. Please support yourclaims with examples from the text and/or scholarly articles. Read the article,and list references thanks all questions need answered

I posted the article below we aresupposed to read(I will)

The citation  for the article is Hafner, M.R. (2003, September). Changing organizational culture to adapt to communitypolicing philosophy. FBI Law Enforcement Bulletin,72(9), 6-9. doi: 451023311

Many policeagencies experience difficulties when trying to motivate officers toenthusiastically embrace a community policing philosophy.Agencies often start costly community policing programs only tofind that few officers actually partake in the transformation while mostcontinue to operate under traditional reactionary modes of law enforcement.Police managers first must create an organizational culture thatcommunicates direction and mission before empowering officers to start communitypolicing programs. Otherwise, the agency will have many programs, butthe underlying organizational culture will not develop apartnership with the community–the main ingredient required for a communitypolicing philosophy.

The Problem

On January 29,2001, I accepted the chief of police position in Keller, Texas, a communityof 30,000 residents located in the Dallas/Fort Worth metropolis. During thepast decade, the city of Keller has grown rapidly from a small rural town to anupscale community with a high demand for customer service. I quicklylearned that the department had well-trained officers, an adequate level offunding, and community policing programs, such as bike andmounted patrols and a citizen police academy. But, something was missing; anunderlying dissension existed in the community. Citizens perceived thedepartment as an agency that suppressed and harassed people, particularly theyouth.

Officers werenot breaking the law; however, they did not appear as professional, compassionate,and courteous as they should have. The local newspaper had printed severaleditorials from citizens complaining about police harassment. Before I arrived,the community had shown their dissatisfaction toward the department byrejecting a local sales tax referendum that would have provided new funding forcommunity policing programs.

The Plan

After spending6 months listening to the public and observing day-to-day police operations, Idetermined that the Keller Police Department, as an organization, failed tocontinuously improve and adapt to change. It was a competent lawenforcement agency, but it lacked the ability to develop a meaningfulpartnership with the community. At one of the first staff meetings, Iasked the supervisors and managers to articulate the agency’s mission statementand core values. Most could not genuinely answer the question, and the onesthat attempted to provide a response only talked about the enforcement aspectof the job. An emphasis on building partnerships with the communitywhile providing value-driven service committed to excellence was missing. Theemployees were not acting as a team but, rather, as individuals with their ownagendas. Certain cliques existed among departmental leaders and employees. Forexample, one clique emphasized enforcing laws, while another focused onbuilding partnerships with the community. The organization lacked acommon mission and vision.

Police agenciesmust have mission statements that incorporate the residents’ desires andvisions of what they want their department to focus on. I spent 6 monthstalking to residents, business leaders, high school students, and seniorcitizens, asking them to help shape the future of their police agency. I sharedthe information I gained with the agency’s staff at a retreat we conducted awayfrom the department location. I created a mission statement easy to rememberthat contained the essential elements necessary to bring a meaningful change:The Keller Police Department is a value-driven organization committed toexcellence and will partner with the community to make Keller a betterplace to live, visit, and conduct business. Together, at the retreat, weadopted our new mission statement and the organizational philosophyto carry it out; we exhaustively discussed the statement and the plan toimplement it.

The next stepincluded building an organizational culture that would workenthusiastically toward meeting our mission. The Keller command staff realizedthat we would never achieve the optimal level of service externally until webegan to perform at the optimal level internally. Police agencies often find ithard to motivate officers and employees to embrace a community policingphilosophy because, although managers communicate the expectationsregarding problem resolution and customer service, it is business as usualinternally. The culture inside serves as a mirror effect outside.

The KellerPolice Department adopted a philosophy of continuous improvement.Individuals and organizations should recognize how adept they are, but theynever should become complacent. Learning leads to improvement, which, in turn,requires learning. We understood that we effectively could not embrace a communitypolicing philosophy without improvement.

One of theagency’s lieutenants who understood the vision, mission, and values required tobring about a lasting change needed by our department developed our culturearound a philosophy he named “E to the 4th power.” All of ourdecisions, choices, and relationships are built on empathy, edification,enthusiasm, and excellence. When we focus on others and not ourselves, webecome much happier and content. We strive to proactively create value in allthat we do and with everyone we encounter. Unfortunately, many people descendinto the pitfalls of self-focusing. In our work life, this translates into badmorale, selfishness, dissension, low productivity, and the popular “usagainst them mentality.” In our personal life, it results in depression,addiction, broken relationships, and self-pity. Therefore, we trained anddeveloped team members to realize that the secret of a happy existence meansserving something larger than ourselves and continually improving. We tested allof our individual and organizational decisions, choices, actions, andthoughts against E to the 4th power. If our decisions, choices, and actions didnot promote E to the 4th power, we were not truly in line with our organizationalphilosophy. The mission statement identified our commitment to theexternal customer, and the organizational philosophy demonstratedour commitment to each other as team members.

The Results

For the firsttime, the direction and expectations became clear to everyone within theorganization. Now, we test all of our initiatives and actions using twoquestions: Does it make Keller a better place to live, visit, and conductbusiness? And, does it promote E to the 4th power? We even ask these questionsin reference to budget expenditures for equipment, training, personnel, and newprograms. If one action fails the test, we do not continue to consider it. Webelieve that if our organization spends the time developing better people, we,in turn, will become better employees.

Our communitypolicing programs now have a meaning of value attached to them. Ouremployees are more empowered and receive greater job satisfaction. Employeesuse less sick leave, and the corresponding overtime expenditures remain withinour budget goals. The change in our philosophy has secured very competitivewages and benefits, and employees rarely leave the organization. Now, peershold each other accountable using the mission statement and E to the 4th power.On their own, officers have placed the mission statement on the sun visors oftheir patrol cars to continuously remind them of their focus to buildpartnerships with the community.

The quality oflife for all stakeholders has improved dramatically. Community supportfor the police department has risen, and the negative editorials in the localnewspaper have ended. Keller citizens gave their stamp of approval byoverwhelmingly voting for an increase in the sales tax to fund a buildingexpansion project. The Keller Chamber of Commerce endorsed the sales taxreferendum and, after its passage, awarded the distinguished service award for2001 to the Keller Police Department for exceptional service to the community.These results sent a strong message to the employees that we are heading in theright direction.

Our externalcommunications with the public showed a dramatic increase since we adopted ournew mission statement and organizational philosophy. The e-safeprogram that allows citizens to communicate with our department via theInternet increased from 495 e-mails in 2000 to 2,565 e-mails in 2001. Our callsfor service also increased from 30,844 to 38,376 during that time period. Ouremployees are working harder to serve the public. Additionally, our internalcommunications have improved with monthly newsletters from the chief and acommendation folder in a computer software program that allows employees tocommend each other for actions that clearly exhibit E to the 4th power.

Additionally,the Keller Police Department made the symbol of our organizational culturethe actual performance evaluation. If E to the 4th power is the basis andfoundation of how we make decisions and choices, then we have to actuallymeasure ourselves by empathy, edification, enthusiasm, and excellence. Now, ourindividual behaviors and attitudes impact our salary step raises in addition tothe traditional performance measures, Moreover, the city manager has recognizedthe contagious effect of E to the 4th power and organized a committee toimplement it citywide.


The task ofproactively developing and creating value to others is imperative to any agencythat desires an effective community policing program. Policemanagers should talk with community residents to gain, their input inhelping to shape their agency. Further, all department employees must share acommon vision.

Once an agencydesigns a mission statement to form a partnership with the community, itthen can create an internal philosophy based on empathy, edification,enthusiasm, and excellence. Police departments must clarify their expectationsand mission before they attempt to empower employees to begin programs withintheir communities. Without partnership relationships internally, lawenforcement managers cannot expect their employees to build them externally.

Elements of Eto the 4th Power


Listen first

View things from the

of others

Be mature

Forgive others

Seek win-win solutions

Share information exhaustively

Be open to learning


Build partnership relationships

Empower and recognize each other

Be a team member

Create value to receive value

Honor those who are absent


Have fun

Serve each other as internal customers

Improve the quality of life for allstake-‘


Adapt to change

Take ownership

Be passionate


Have high expectations

Take pride

Have high performance and ethical


Be accountable

Be problem-resolution oriented

Be quality driven


By Mark R.Hafner, M.P.A.

Chief Hafnerheads the Keller, Texas, Police Department.

Required Text

Oliver, W. (2008). Community-orientedpolicing: A systematic approach to policing (4th ed.). Upper Saddle River,NJ: Pearson Education, Inc. ISBN 13: 978-0-13-158987-2

  1. Chapters order to successfully complete this week’s assignments,read the following chapters from the text, Community-Oriented Policing:A Systematic Approach to Policing:
  • Chapter Seven  – Organization and Management
  • Chapter Eight – The Role of the Police
  • Chapter Nine – The role of the Community

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