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GCU Organizational Change Transformation and Strategy Implementation Discussion


1- Organizational change is necessary, at some point in every organization. To successfully change an organization there are several steps that must be followed. According to More, Vito and Walsh, the four keys to successful organizational change are :

Create a Strategic Vison: This is the critical first step in designing an effective organization. The strategic vision must be compelling and inspiring, and it defines the direction the organization wants to head toward. This vision will be shared throughout the organization.

Mobilization of Commitment: The next key is for the chief executive to win over several key employees and have them support the new strategic vision. Any organization is made up of people and it is those people that must support and defend the organization’s vision for it to succeed.

Institutionalization of the change: Organizational change can only be obtained once effective performance patterns have been established. The institutionalization of change will depend upon what is “actually” done to embed the change into everyday operations.

Measurement of the Change: Progress must be measured continuously. Monitoring, measuring and evaluation of performance are key to creating an effective organization. Performance measures form the basis to decide whether the organization has accomplished its goals (More, Vito & Walsh, 2012).

These are the four keys to effective organizational change. There are other ideas and opinions and one, I’ve found from Champlain College puts a simpler spin on it. According to Sonja Krakoff of Champlain College, there are ten stages to successful organizational change. They are:

Plan carefully, be transparent, tell the truth, communicate, create a roadmap, provide training, invite participation, don’t expect an overnight change, monitor, measure performance, and demonstrate strong leadership.

Dr. Krakoff has a simpler way of illustrating the steps to successful organizational change. No matter what idea you subscribe to, the fact remains that organizational change is inevitable and needs to be implemented approximately or else it will fail.


More, H. W., Vito, G. F., & Walsh, W. F. (2012). Organizational Behavior and Management in Law Enforcement (Third ed., pp. 392-393). Upper Saddle River, NJ: Pearson Education. Retrieved from

Krakoff, S. (2020, February). The 10 Best Organizational Change Management Strategies. In Champlain College. Retrieved from

2- Organizational transformation of police organizations is seeking to create a department focused on crime prevention, community engagement, information management, managerial empowerment and accountability, and the control of crime. This allows leaders of the department to design and structure the vision for public safety. According to Fredberg & Pregmark (2021), the four key activities associated with the organizational transformational process are creation of a strategic vision, mobilization of commitment, institutionalization of the change, and the measurement of progress. The activity of the creation of a strategic vision is it defines a sense of direction that will be shared throughout the organization. This vision is forward thinking that pushes a purpose to guide an organization. The mobilization of commitment focuses on the members of the department and how they impact the department. With the people of the organizations, their commitment to the department’s vision, mission, goals, objectives, and values, nothing will be accomplished (Fredberg & Pregmark, 2021).

Organizational transformation will only be achieved when more effective performance patterns are identified and adopted. Institution of change focuses on well-planned sequence of events, organizational restructuring, meetings, policy and personnel decisions, training, and other activities. According to More et al (2012), this change is designed to help employees and management adjust to the new vision and adopt new perspectives, skills, attitudes, and behaviors. This institutional change will translate the department’s vision, goals, and objectives into the day-to-day action of its members. Measuring performance is important for an organization because it monitors the performance of a department and what it can improve on. Management will have to identify these problems with performance and create solutions to fix performance. Measuring performance will consist of creating goals and objectives to improve performance and be better than the last evaluation. The success of “strategic policing” is based upon the executive’s ability to get others not only to see and understand a different organizational vision but also to commit to it.


Fredberg, T., & Pregmark, J. E. (2021). Organizational transformation: Handling the double-edged sword of urgency. Long Range Planning.

More, H. W., Vito, G. F., & Walsh, W. F. (2012). Organizational Behavior and Management in Law Enforcement (Third ed., pp. 392-393). Upper Saddle River, NJ: Pearson Education. Retrieved from

3- The purpose of an organizational strategy is to integrate the vision, mission, action sequences, and people into a cohesive whole focused on effectively achieving the department’s mission and desired outcomes. An organizational strategy is implemented when a mission is clearly defined and connects with specific objectives. Management will identify the performance outcome in terms what needs to be accomplished to maximize organizational effectiveness. According to More et al (2019), the objective of a strategy implementation process is to achieve alignment between the department’s operational demand, tactical plans, and its strategic objectives. Meetings of executive staff will accomplish the creation of these goals and implement them. During these meetings, the operational commander should identify the crime and quality-of-life problems they are focusing on, the tactical action plan they have developed, and the projected and actual results obtained from their past efforts (More et al, 2019). These meetings provide organization strategy with a link of information that connects data, assessments, and decision making.

The implementation process involves all levels of the organization such as the executive staff, subdivision commanders, unit commanders, and line supervisors. All these play a vital role in the implementation process as each have their duties for the overall organizational strategy to succeed. According to Lynch & Mors (2019), strategic guidance should flow down to all areas of the department through this process, while successful tactics are disseminated upward and throughout the organization. Actions plans will be created to implement their strategy and each level of the organization will be compartmentalized with their own objectives and goals to meet. Engaging this process to develop and enact crime-control strategies can help agencies of all sizes to address hot spots, patterns, and trends. the institutionalization of the organizational strategy requires the emergence and reinforcement of a new culture that supports the transformation of the organization. The way the organizational strategy is implemented will steer the organization in the direction set out in the strategy and enable the organization to achieve its strategic objectives.


Lynch, S. E., & Mors, M. L. (2019). Strategy implementation and organizational change: How formal reorganization affects professional networks. Long Range Planning, 52(2), 255–270.

More, H. W., Vito, G. F., & Walsh, W. F. (2012). Organizational Behavior and Management in Law Enforcement (Third ed., pp. 392-393). Upper Saddle River, NJ: Pearson Education. Retrieved from…

Please respond to theses discussion boards with 150 words each and followed by 2 references each.


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