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Chief Mangan Role Model

453 Words2 Pages

Chief Mangan inherited a police department that was understaffed, inadequately equipped, and lacked the direction to effectively align the city of Spokane needs with the current police administration. Before Chief Mangan began his tenure as the Chief of Police for Spokane, Washington he was already searching for ideas to align the police department with the local community. Chief Mangan resorted to Peel’s principle to secure and train proper personnel to effectively establish his police administration by hosting a series of open discussions (Cordner, 2016). Chief Mangan identified the need for a community-policing model, but he knew he required acceptance from current staff, as well as the community (Cordner, 2016). Let us examine how Chief Mangan implemented organizational change strategies to transition the Spokane Police Department to a …show more content…

Chief Mangan utilized the participants of these open discussions by assigning the group a title, which he deemed as his strategic planning committee (Cordner, 2016). By establishing this committee Chief Mangan fulfilled the philosophical dimension of a community-oriented police administration, because he facilitated natural leaders, from both the police department and the community, to work concurrently developing a tailored vision for the city of Spokane (Cordner, 2016). Now that Chief Mangan had ideas for city’s direction, the department required a unique mission statement defining their departmental values (Cordner, 2016). After developing departmental values, the strategic planning committee initiated the development of a patrol manual, which defined officer’s responsibilities under their new community-based policing model (Cordner, 2016). This illustrated the strategic dimension under a community-oriented police administration, because Chief Mangan permitted the patrol division commander, shift lieutenants, and

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Furthermore, Mangan told Spokane's citizens that they have a good police department, although the department has some severe restrictions regarding how many people they have working in the office. Mangan deliberated his concerns with the citizens that they needed to build the police headquarters up and he needs the citizens to become volunteers. The turnaround year for the police division was within Mangan’s second year when he turned his attention to making changes about the sector itself. While, Mangan was still open about his goals for the Spokane Community and willing to adopt a more community-based, proactive approach to policing, he needed to transmit his mission to all the levels of the organization.

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