Changing the organizational culture of the Boone County Sheriff’s Department is a large-scale undertaking that will require a hierarchical deployment of the organizational tools for changing minds. The most fruitful plan will involve deploying the leadership tools first including the vision, while the next step will be cementing the change in place using management tools like control systems. The last input in the process of changing the organizational culture for the department will be deploying pure power tools of coercion and punishments for noncompliance, which will be compensated with reward for compliance with the said changes. This paper gives an outline of the steps required to address and change the organizational culture of the Boone County Sheriff’s Department for it to become more conducive to the standards of ethical policing practices.
The first step in addressing the organizational culture of the department is problem identification and communication to the department. The Sheriff should prove the existence of the problems identified including a very loosely managed and controlled organization, non-existence of supervision and the case of inmate assaults. Once the problems have been identified, the best communication tools will be put in place to address the possible problems and solutions. Changing of organizational culture will begin once the management tools including the vision are deployed. The vision of the department will be altered to reflect an environment that is more conducive to the standards of ethical policing practices.
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After analyzing the problem and proposing the solutions, the Sheriff will present a solid business case to the stakeholders. The next step will involve cementing the proposed change with management practices including role definition, measurement and control systems. The role definitions will be aligned with other human resource management practices such as employee training and defining the culture of embracing ethical standards. The control systems will involve monitoring the level of compliance with the set norms and culture, while measuring involves evaluating the outcomes against proposed solutions. The positive outcomes will include the reduction in vices at the correctional facility with the achievement of a controlled organization system.
Deploying management tools will be the critical step in changing the organizational culture as it will encompass practices such as clarifying the strategic priorities, engaging the teams in defining the SMART goals, and establishing the new values. This is the stage where the sheriff should define new underlying beliefs, assumptions, values and ways of interaction at the department that will contribute to the unique social and psychological surrounding of the county. The new culture will now affect how the inmates, officials and the society interact with each other, leading to adherence to the standards of ethical policing practices.
The final step will be the deployment of power tools that will be used for coercion and punishments for non-compliance. This stage is also essential as it will align the operations of the correctional facility with the set culture. The power tools will also be applied to rewarding high levels of performance to motivate the stakeholders to embrace the proposed changes. Punishment for non-compliance will be used to cement the behavioral modifications including compliance with the ethical standards of policing. For example, firing employees who do not comply with the new regulations will help rid the department the problems it used to face. The last step will be to review the new organizational culture and revise it accordingly continually. The new corporate culture should be embedded in the business culture of the department to reach the required standards of ethical policing. This process will involve a constant review of the culture and improvement, which will be achieved by monitoring.
