Sample Paper on Generational Differences in the Criminal Justice Workforce

Management, Organization, and Leadership

An organization refers to a group of individuals with similar goals and objectives and who work together to achieve these goals. Management, on the other hand, refers to the process of coordinating the organization’s activities and operations to accomplish the set objectives. Leadership refers to the ability of an individual to guide and influence followers in an organization.  The Los Angeles Police Department seeks to establish effective management and leadership techniques that help achieve the set goals that mainly entail controlling crime and establishing penalties for the individuals that go against the set laws. The paper focuses on explaining the roles of managers and leaders in the Los Angeles Police Department, as well as the importance of transforming this department into a learning organization. The article also explains the various generations in the Los Angeles Police Department and the most effective leadership and management techniques to use with the different generations to boost effectiveness.

The Roles of Managers and Leaders in the Los Angeles Police Department

The Los Angeles Police Department has various components which entail enforcing laws, courts, prosecution, defense attorneys and corrective facilities. In efforts to become effective, the Los Angeles Police department attempts to transform from the normal operative function to the role that enhances their professional reputation through effective management and leadership. According to Brough et al. (2015), managers are therefore expected to ensure the set procedures and policies are adhered to, manage the organization’s expectations and avail opportunities for the teams to lead. Leadership in Los Angeles Police department, on the other hand, entails being an administrator that can enforce laws, being aware of the duties assigned, and the ability to be consistent and gain the respect and trust form the individuals that you lead. The primary responsibilities of leaders in this department are divided into three categories; effective leaders should envision the organization’s future, begin by establishing a vision for the department and commit to the vision to ensure it succeeds.

Transforming the Los Angeles Police Department into a Learning Organizations 

Los Angeles Police department serves its respective society by eradicating crime, to boost the quality of the citizens’ lives. However, the environment in which the Los Angeles Police department operates varies and thus to promote the sustainability of the dynamic world, there is the need for the Los Angeles Police department to evolve into a learning institution. One of the importance of turning this department into a learning institution is that it will allow the organization to focus more on empowerment for the offenders (Steele et al., 2016). A learning institution encourages the offenders and staff to air their grievances, share their ideas, participate in making decisions and embrace teamwork. Transforming the Los Angeles Police department into a learning institution will also make the offenders committed to the department, support life-long educational processes and progress in the highly evolving world. Learning institution also establishes procedures that enable the individuals to adapt to the institution’s rules and this boost the department’s efficiency.

Managing different generations in Los Angeles Police department. A generation refers to a category of individuals born during a given era, who are grouped based on their age differences. In the Los Angeles Police department, there are four central generations in the workplace. They include Veterans, the Baby boomers, Generation X and finally the Millennials. These generations have varying differences based on personalities, behaviors, features, values, attitudes, and beliefs about work. Zabel et al. (2017) postulate that the different generations, therefore, requires varying management and leadership techniques to achieve effects results. The Veterans, for instance, place more efforts on their work and ignore their personal life and thus when it comes to the management style, they require more commands and directions. The Baby boomers, on the other hand, are resistant to changes, and they lack technological advancement, and thus they need a leadership style that involves more directions as well.

Generation X is self-driven and resistant to authority but has loyalty to the organization as well as effective technical skills. The managers and leaders should seek to offer advanced education to them to enhance their capabilities and use rewards to motivate them to place a higher priority to their work (Zabel et al., 2017). Finally, generation Y is collaborative in the workplace and have a strong will to belong to a team. They can embrace any duties, and they do not resist change. The managers and leaders should use styles that are friendly to boost their effectiveness further and improve the results.

Conclusion

Generally, there are different generations in the Los Angeles Police department, namely Veterans, Generation X, the Baby boomers, and Generation Y. Managers and leaders have varying roles in an organization to handle these generations. Managers and leaders should, therefore, strive to understand these differences and ensure they employ the right techniques to boost the workers’ capabilities. Transforming the department into a learning institution, for instance, plays a significant role in teaching the different generations how to embrace changes and commit to the organization’s goals.

 

 

References

Brough, P., Brown, J. M., & Biggs, A. (2015). Improving criminal justice workplaces: translating

            theory and research into evidence-based practice. Routledge.

Steele, J. L., Bozick, R., & Davis, L. M. (2016). Education for incarcerated juveniles: A meta-

analysis. Journal of Education for Students Placed at Risk (JESPAR)21(2), 65-89.

Zabel, K. L., Biermeier-Hanson, B. B., Baltes, B. B., Early, B. J., & Shepard, A. (2017).

Generational differences in work ethic: Fact or fiction?. Journal of business and

psychology32(3), 301-315.