Abstract
Stakeholder analysis is a strategy used by firms to identify the interests of their stakeholders. The plan also helps organizations to categorize their stakeholders according to different importance levels and possible claims that the latter may raise. Firms determine who to prioritize depending on the influence level that unique groups of stakeholders have. The evaluation of a firm’s stakeholders also helps the organization to perform a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis as well as create strategies to handle the results of the study. Firms determine how to leverage their strengths and opportunities as well as design corrective measures for threats and weaknesses.
Further, the stakeholder analysis helps firms to create policies that reflect their values, goals, and visions. Finally, the study of stakeholders aids firms to develop strategies that align with their plans. Organizations may summarize their stakeholder analysis using the stakeholders’ map. Hence, the stakeholders’ report is an imperative practice that results in positive business outcomes for organizations.
Delegate your assignment to our experts and they will do the rest.
Introduction
Organizational strategy analysis is essential for the identification of stakeholders’ needs and interests. The overall picture of the report may be presented using a simplified stakeholder map. As a Major Camille Ingram, I will perform a stakeholder analysis in preparation for the upcoming Democratic-Republican National Convention. The investigation results will enable me to design a stakeholder map that will be used during the DRNC meeting.
Description of Miami-Police Department and Key Stakeholders
Miami-Diade Police Department is a law-enforcement government agency that assists the Criminal Intelligence Bureau in criminal investigations and prevents crime in Miami. The poice unit’s mission is as below:
“ The Miami-Diade Police Department will commit its resources to partnership with the community to: Promote a safe and secure environment, free from crime and the fear of crime, maintain order and provide for the safe and expeditious flow of traffic, practice our core values of integrity, respect, service, and fairness” (MDPD, 2020)
The law enforcement unit has internal and external stakeholders, who are influencers and claimants. Categories of the stakeholders include employees, local communities, special interest groups, private businesses, and political parties (Rowe & Beke, 2018).
Stakeholders’ Interests and Concerns
Different groups of stakeholders have unique interests that agree with those of the Miami-Diade Police Department. All the stakeholders have a similar interest to that of the organization. Essential concerns that stakeholders may have included the need to have employees that are corruption-free, competent, effective, and observant of the law. Stakeholders also expect the organization to have staff with excellent customer service skills and civil and accountable actions. Moreover, the Police Unit is expected to have internal members that are understanding and do not hinder investigations through grafting of false evidence. All stakeholder concerns are essential for organizational success. Hence, stakeholder analysis of the Miami-Diade police department reveals the stakeholder categories and their interests.
Stakeholders’ Possible Claims
Stakeholders have different claims that they may make on the Miami-Diade Police Department. For instance, auditors may review complaints from other stakeholders, review audit files, and recommend changes that should be implemented in the department. Civilians may claim that staff misconduct hurts the expected outcomes of criminal investigations. Claims such as the use of police brutality and excessive force may be filed from the public. Additionally, civilians may claim that trivial issues at times fuel misunderstandings between the public and law enforcers. Judges and public prosecutors may complain that the police obstruct investigations when they are reported for misconduct while on duty. The Miami-Diade Police Department should handle auditor recommendations and civilian complaints seriously as they influence police accountability perspectives from stakeholders. Moreover, civilians may resort to violent demonstrations if their claims, such as police misconduct, are not handled adequately. Moreover, stakeholders may lose faith in law enforcers, which may result in unwanted street justice systems. Hence, stakeholder analysis of the Miami-Diade Police Unit shows the stakeholders' claims and concerns that should be handled with urgency.
Importance of Various Stakeholders
Different stakeholders have different levels of importance to the Miami-Diade Police Department. For instance, internal auditors and management staff are highly important because they influence the organization's decisions. Subordinate employees, such as patrol policemen, are equally important because their actions are used as an accountability measure. Public prosecutors and court systems have equally high importance because they have the power to recommend that a policeman be relieved from their duties if they are charged and found to have misbehaved while working. The state government has very high importance to the Miami-Diade Police Unit because it appoints and fires employees, besides influencing policies that are implemented in the organization. Civilians have of low significance to the organization because they do not control the firm's internal processes. Nevertheless, their interests should be accounted for to prevent the consequential actions that may result when their needs are ignored. Human Rights Bodies also have low importance to the Miami-Diade Police Department because they do not have the power to influence the organization's important decision-making processes. Hence, stakeholders of the Miami-Diade Police Unit have different levels of importance for the organization.
SWOT Analysis of Miami-Diade Police Department
The SWOT analysis of the Miami-Diade Police Department reveals its strengths, weaknesses, opportunities, and threats. The strengths of the organization include well-established law enforcement rules and regulations, well trained and experienced staff, support from the community, and employee commitment to organizational mission and vision. The weaknesses of the firm include the limited capacity to offer advanced and basic training, the lack of current technology, and the lack of enough sworn staffing tables (Hess, 2016). Other weaknesses include an expired warranty for police patrol vehicles, which are antique and the increasing scarcity of employee retaining strategies. The available opportunities for the Miami-Diade Police Department include new leadership, technology improvements that will enhance service delivery, and increased collaboration with the community. Additional opportunities are the need to support employees in improving their education and training and to develop a leadership model that will nurture future leaders. The threats of the organization are the aging population and the decline in the number of people who live in Miami, increased budgetary costs, and enhanced technology that affects staff output.
Organizational Strategy
The Miami-Diade police unit has devised several goals to enhance the strengths and capitalize of the organization's opportunities. The objectives will also tackle the organization's threats and weaknesses sufficiently (Hess, 2016). First, the firm will review and update its policy manual to include effective policies that will aid in the department's objectives. Additionally, the manual will comply with existing judicial requirements and meet national recommendations and Miami's expectations for modern service delivery. The success of the goal will be measured when the new policy document is approved by appropriate city personnel. The organization will also conduct a staff analysis to check and handle the complaints from external stakeholders. Some of the factors that will be analyzed include crime rates, officer to inhabitant ratio, accumulated delayed response, and calls for service. The department officials have noted with concern that officers are engaging in call stacking where they respond to non-emergency calls after long periods that are unacceptable because of inadequate staffing. The organization aims to manage this shortcoming by implementing corrective measures because it is wrong for the community to wait for extended timeframes for police intervention. The Miami-Diade Police Department has experienced increased arrest and crime rates that reflect the current staff and technology shortage. Hence, the department will train existing and new officers to curb the issue. On average, the firm has four officers to every 500 citizens, which will increase to 1 officer for every 100 citizens. The department will factor in population decline and aging trends to enhance the organization's efficiency. Moreover, the police unit anticipates the retirement of six executive employees in the next five years. Consequently, the organization will implement a succession plan that will aim to replace the exiting management officers effectively. Moreover, the Miami-Diade police department will execute a take-home fleet that aims to reduce vehicle maintenance costs and enhance tracking of budgeting and fuel expenses. The plan will also help in rapid response to complaints even when officers are off duty. Furthermore, the organization will be to forecast budgetary costs for maintenance and replacement cycles. The department further anticipates that there will be increased officer accountability for vehicle upkeep and damage. The unit also aspires to implement a body-worn camera system to improve service delivery (Todak, Gaub, & White, 2017). Finally, the organization will purchase updated technological equipment that will enhance the police service offers. The firm will upgrade the 911 CAD systems that will result in updated records management. Hence, the Miami-Diade Police Department will implement corrective policies that will handle the SWOT analysis outcomes efficiently.
Organizational Policy and Recommendations
The fundamental policy of the Miami-Diade Police Unit is service to all. Essentially, officers have the mandate to serve everyone without discrimination or favoritism. Recommended actions for the policy statement are that law enforcers should protect property and people in the community while maintaining courage when faced with danger. Officers must also be aware that their badges are symbols of public trust, and hence, they should act accordingly. Additionally, officers should engage in community activities as a means of enhancing faith in the police unit. Therefore, the Miami-Diade Police Department has a service to all policies that may be improved using recommended suggestions.
Conclusion
The stakeholder analysis of the Miami-Diade Police Unit has been essential for identifying primary stakeholders and their interests. Additionally, the investigation has revealed the strengths, weaknesses, opportunities, and threats of the organization. The organization has also designed corrective measures to improve service delivery in collaboration with the firm's policy. The overall stakeholder analysis may is represented in the stakeholder map in Figure 1 below:
Figure 1: The Miami-Diade Police Department Stakeholder’s Map
References
Hess, D. L. (2016). Roxboro Police Department Strategic Plan 2016-2018 . Roxboro City Police. https://www.cityofroxboro.com/home/showdocument?id=10989
MDPD. (2020, October 9). Mdpd mission statement . https://mdpdacademy.blogspot.com/2009/05/mdpd-mission-statement.html#:~:text=The%20Miami%2DDade%20Police%20Department,partnership%20with%20the%20community%20to%3A&text=Promote%20a%20safe%20and%20secure,and%20the%20fear%20of%20crime%2C&text=maintain%20order%20and%20provide%20for%20the%20safe%20and%20expeditious%20flow%20of%20traffic%2C&text=Practice%20our%20core%20values%20of%20integrity%2C%20respect%20service%2C%20and%20fairness
Rowe, M., & Beke, M. (2018). CEPOL Stakeholder Engagement Survey 2018 . Northumbria University and Blomeyer & Sanz SL. https://www.cepol.europa.eu/sites/default/files/2018-cepol-stakeholder-engagement-survey_en.pdf
Todak, N., Gaub, J., & White, M. D. (2017). What Happens Downstream? External Stakeholder Perceptions of Police Body-Worn Cameras. https://www.researchgate.net/publication/320170875_What_Happens_Downstream_External_Stakeholder_Perceptions_of_Police_Body-Worn_Cameras
