Answer

Addressing Recruitment Challenges at the Centerville Police Department (CVPD)

Strategies to Increase the Probability of New Recruits Joining the CVPD

In any organization, a good corporate image brought about by security plays a crucial role in attracting recruits; the CVPD deserves an implementation of public surveillance cameras that do not only reduce crime cases but also lower costs associated with them (Rao, & Nancy, 2013). Furthermore, I would introduce a job description strategy that guides and outlines each role that employees are supposed to perform (Pennell, 2010). This strategy helps in ensuring that both organization’s expectations and employees are well established and realized and that the social and communication channels are well aligned. This does not only create an enabling and conducive working environment but also brings about job satisfaction and mitigates factors that require employees to perform jobs beyond their expertise hence attractive to recruits.

On the other hand, I would also introduce strict policies and procedures that condemn both power abuse and denounce unfair demands; such policies help in streamlining the operations of the organization harmoniously (Storey, Dewan, & Freimer, 2012). I would also introduce employee grievance management procedures and amicable reporting channels and disciplinary measures against defaulters who take part in employee abuse because of their power (Braun, 2019).  Additionally, I would introduce regular inspections speared headed by line managers, involve employees in the decision-making process, and ensure their feedback is given the required attention and consideration (Siegel, & Worrall, 2018). This gives employees a sense of belonging and a feeling of being valued as assets and not as tools for production.

Anticipated Problems with Proper Socialization of New Employees

Organizational socialization refers to a process of mutual adaptation by which employees learn about the new organization as they try to adjust to the abilities, skills, knowledge, goals, attitudes, behaviors, and expectations required of them for a new position or changing role in the organization (Moyson et al, 2018). It is always a lifelong process that involves inheriting factors like organizational philosophies, norms, customs, ideologies, and values necessary for forging the organization ahead in line with its policies, mission, and objectives (Livi et al., 2018). It is therefore a way by which cultural and social continuity is achieved (Kowtha, 2018); however, it comes with its problems.

One of the problems with the socialization of new employees is the adaption challenge due to different organizational philosophies, values, culture, and workforce (Alessandri et al., 2020); new employees may find that their personal convictions and values about the organization they theoretically had may be different from the prospective new organization with its pre-existing employees. There is also a problem when the expectation of the new employee meets the true and real reality of the designated job; once the new employees’ expectations are not met then some may decide to leave the organization immediately (Lapointe, Vandenberghe, & Boudrias, 2014). This could contribute to employee turnover if not well addressed and handles. Lastly, there is a metamorphosis problem that comes when new employees are demanded to work through the changes they find necessary in the new organization for it to bear positive outcomes. This means there is a challenge of being productive and coping with the pace and the desired return on investment as stipulated by the organization due to both employees’ formal and informal learning experiences (Leidner, Gonzalez, & Koch, 2018).

How to Prepare the Department to Deal With the Problems of  Socialization

One of the ways to prepare the department to deal with the above-mentioned socialization problems is by creating informed orientation and induction practices for new employees and ensuring they are implemented (Acevedo, & Yancey, 2011). This gives a welcoming spirit and attitude to the new employees and helps to clear the prejudices, doubts, and different disturbing ideologies. It also helps employees to get committed, gives them a clear and vivid understanding of their roles as stipulated in their job descriptions, and assists new employees to adjust to the demands of the organizational philosophy (Caldwell, & Peters, 2018). Another way is by creating an intentional socialization process as a preparatory strategy; socialization takes time hence organization’s department should put into place several interventions to make sure that new recruits are appropriately incorporated into their new positions. This can be done through training which can be substantiated by coaching and mentorship programs that bring about job satisfaction (Meyer, & Bartels, 2017).

Another approach is by having welcoming activities in line with the mission, vision, policies, and objectives of the organization. New employees should be disposed into an atmosphere to makes them feel welcome, recognized, and appreciated by their employer (Caldwell, & Peters, 2018). Furthermore, the department should create an opportunity for new employees to understand the organizational history, its purpose, culture, and values; new employees required a connection with the organization for them to act in accordance with its mission and purpose (Smith, Peters, & Caldwell, 2016). Lastly, the department should support networking opportunities and teamwork spirit; this brings about growth in different areas and enhances employee career development (Meyer, & Bartels, 2017).

Types of Power to Improve the Administration of the Police Department Within the CVPD

Power can be hypothesized as a situation within a social engagement where there is a chance to exercise one’s own freedom even against opposition irrespective of where the chance comes from (Howarth, 2010). It is not coercion but a type of intended influence that has the ability to bring forth desired change using the actions of an individual or a group of people (Haugaard, 2010). This is so because of a rational choice theory which considers individuals as agents who can choose actions from a choice set for the intention of realizing their goals (Turaga, Howarth, & Borsuk, 2010.

One of the types of power that I would attempt to implement within CVPD to improve the administration of the police department is social power which holds the belief that the acting person can bring a difference in other people’s incentive structures (Beer, 2017). I would also bring about legitimate power which is normally delegated to the holder of the position for example held by the superintendent of a police force. Furthermore, I would bring about reward power that begets benefits such as leaves, incentives, bonuses, promotions, salary increment, and reception of both extrinsic and intrinsic desired gifts (Riasi, & Asadzadeh, 2015). In the same breath, I would bring about referent power which is persuasive and influential in nature; and lastly, I would bring about expert power which is limited to a particular area of police expertise that is not general in nature. This will help appreciate the different personalities of the police force (Howarth, 2010).  

Why I Would Choose the Above Types of Power Over Others

The reasons I would choose the above types of power are; social power brings about positive influence and expounds more on the importance of respecting and complying with other people’s wishes and social norms (Beer, 2017). This enhances team spirit which is very crucial for CVDP as an organization. Legitimate power which is hierarchical in nature is a formal type of power that brings about delegation down position holders (Hofmann et al., 2017); this is very practical in the police force and brings about authenticity, and formal recognition that necessitates subordinates to comply with the authority due to the legitimacy brought about by such power (Howarth, 2010).

The reason for choosing reward power is because it is retributive in nature, it can encourage employees to work extra hard to improve productivity which in return can yield good outcome. This contributes to a positive competition which brings about mutual benefits to both employer and employees (Riasi, & Asadzadeh, 2015). Expert power is very important because it opens grounds that are persuasive and brings about positive influence to an organization’s workforce (Hofmann et al., 2017). It is also specific to an area of specialization and expertise hence will reduce the causes of conflicts that derail the CVPD operational process. Lastly, referent power is mutual and influential in character; employees are social beings who work and need each other hence such power is very crucial when it comes to working as a team (Howarth, 2010).  

Strategies to Control the Effect of Politics on the CVPD

One of the strategies to put into place to control the effect of politics on the CVPD is enact clear and strict policies which should act as a modus operandi that defines how recruitment for example will be done, how crime can be dealt with, and how the abuse of power can be eradicated (EL-Hajji, M. A. (2014). This will eliminate baseless politics which are based on unverified information as policies will act as a point of reference. Another strategy would be the creation of effective channels of communication and creating and establishing structures and departments to deal with different particular issues with generalization (Uitermark, 2015). This will reduce direct contact of senior and junior employees who may feel disabused because of power factors (Zvonareva, & Horstman, 2018).

Fostering positive working relationships and a conducive working environment is another strategy to reduce politics on the CVPD (Uitermark, 2015). Positive insights geared towards employees can help mitigate and navigate the political landscape since such insights inform not only the conscience but also the legal framework put into place (Zvonareva, & Horstman, 2018). Introducing formal and informal learning processes and practices are the other strategies that bring about the change of attitude; this can be substantiated by on-the-job training and off-the-job training together with mentorship informed programs (EL-Hajji, 2014). This helps employees to stay informed politically regardless of their age, gender and affiliation.

Plans to Reduce Intra-Organizational and Inter-Organizational Conflict in the CVPD

One of the plans to reduce intra-organizational and inter-organizational conflict in the CVPD is by creating and facilitating intergroup communication and training which help to mitigate misperception of diverse employees’ personalities, skills, abilities, and motivations that are capable of contributing to conflicts when taken for granted (Holmes, 2016). Dialogue is very crucial when dealing with different groups with different backgrounds due to uncertainties and ambiguities brought about by perception (Congleton, 2015). Another plan is based on acknowledging conflict when it happens; putting measures that permit both intra-organizational and inter-organizational groups to communicate their grievances in a way that each employee comprehends the nature of the conflict (Papadonikolaki, & Wamelink, 2017).

Brainstorming solutions and developing an action plan for conflicts that happen is another plan to reduce intra-organizational and inter-organizational conflict in the CVPD. Providing conflict resolution training is another plan; this helps employees gain the expertise, skills, and necessary knowledge to aid them to resolve conflicts when they happen (Holmes, 2016). Furthermore, we have plans based on positive relationships which give them a chance to get to know their different world views and how to operate without causing conflicts (Congleton, 2015). Implementing team-building practices and activities that encourage participation is another plan which helps to improve team relationships and eradicate prejudices that could result in conflict (Papadonikolaki, & Wamelink, 2017).

How to Ascertain That the Right Types of Conflict Behavior Were Used in Specific Conflict Situations

Conflicts contribute to both positive and negative effects that come about with their own organizational consequences. To ascertain that the right types of conflict behavior were used in specific conflict situations, one may want to see if there is a diffusion of other serious conflicts generated from the pre-existing conflict that took place (Boroş et al., 2010). Conflicts can be used to moderate employees’ attitudes through the provision of competitive situations which can reduce tension (Holmes, 2016). In the same breath, positive outcomes and resolutions process that helps to reduce ambiguity and clarify facts that bring about acceptable harmonious solutions help to ascertain that the right types of conflict behavior were used in specific conflict situations (Papadonikolaki, & Wamelink, 2017).

Another approach to help in ascertaining that the right types of conflict behavior were used in specific conflict situations is when there is an increase in team cohesion, productivity, and general performance (Holmes, 2016). In conflict scenarios, the position of an opponent is normally examined negatively while group allegiance is highly reinforced resulting in an increased team effort and unity (Caldwell, & Peters, 2018). Lastly, we have a positive assessment from the parties involved which can result in a mutual and symbiotic relationship that does not forbid them from working together for the common goal of the organization and themselves as employees (Boroş et al., 2010). 

The Process and Structural Interventions for Implementation

Some of the processes and structures that I would employ for this assignment include determining and establishing the barriers to the organizational common goal and having consensus on the best ways of resolving conflicts when they arise (Papadonikolaki, & Wamelink, 2017). I would also implement a continuous improvement approach and seek external support as I network to lobby for mediators, teamwork, and how best to improve employee performance (Lotich, 2020).  I would also implement the accommodation strategy which is a lose and win strategy; competition, collaboration, avoidance, and a strategy that advocates for compromise where every employee involved in a conflict gains and loses through the process of negotiation (Moisoglou et al., 2014). I would equally set up a complaint process that gives employees a formal avenue to raise their issues; additionally, I would create an environment that promotes collaboration and ensures all employees are treated fairly.