Reference no: EM132172113

Alicia is a recently promoted police chief of a mid-sized department in the Midwest. While new to her position, she has been a member of the department for over 20 years, progressing through the ranks, with experience and commendations in many roles and units. She is widely respected across the department and enjoys support in the community, in which she is incredibly active. The mayor and police commission have given her incredible discretion and latitude to “modernize” the department, which has suffered from inertia, lack of innovation, underfunding, and decreasing morale. Alicia’s promotion was not without controversy, as she was chosen over several, more experienced and traditional candidates. Despite her solid reputation and support, she knows that any widespread change strategy will require tact, communication, and buy-in from people who may not welcome any change immediately. However, the department desperately needs to change in order to meet the challenges and evolving nature of the community, which include: increasing crime rates, proliferation of heroin addiction and associated problems, evolving demographics, and even racial strife and conflict. The department is relatively diverse, but not reflective of community demographics. Alicia is experienced, confident, and educated—having earned an M.P.A.—but needs help and assistance from her entire department. How, specifically, can Alicia implement Management by Objectives (MBO) and other, similar performance management systems to meet her goals? What should those goals be? How can Alicia facilitate widespread organizational change and evolution, focused on performance outcomes? How can she engender buy-in from her staff and officers? Address the above questions in no fewer than 500 words.