How to improve police image in Luassane, Switzerland Research Paper

How to improve police image in Luassane, Switzerland - Research Paper Example There is a need to find out the actual cause and the most appropriate solution. The current image of the police force in Lausanne The police in Lausanne are struggling with an image problem. The head of the police department resigned citing criticism over policing in the Vaud capital. This has caused the police department to be in a state of confusion. The police chief challenged anyone capable of leading the police department to come forth and take charge. This exposes the desperation the police leadership in Lausanne. The police leadership tends to lack a strong sense of direction. This trickles down the police ranks in the police department, (Chan, 1997). The police policies are non functional. The youths over drink openly and women can walk for long alone due to insecurity concerns. Police leadership makes decrees which are not part of the police policy. The police are perceived to be soft on crime. The people of the city are increasingly becoming insecure. This is because the po lice are ineffective. For instance, the streets became a battlefield following a dispute between hockey team fans in Lausanne and Fribourg. This led to arrests and fights. The police were clearly unable to handle the situation in the city. The police leadership does not take the responsibility when such events occur. The police department needs an urgent rebranding in order to win the public confidence. The police have lacked morale and are not motivated, (Cameron, 2004). Drug peddling is rampant in Lausanne city. The police are not able to deal with the drug menace effectively. However, the police department keeps making empty promises on dealing with illegal drug trade and smuggling, (Skogan, 2004). The ideal image. The police should have a credible and organized leadership in Lausanne. The leadership of the police force should come up with practical and effective policies. The police should make every part of the city accessible by making sure that there is adequate security in a nd around Lausanne. This shall make sure children can freely play in La Broutte Park. The police should stop all the drug peddling networks. This shall help the youth become more responsible in their conduct. All bars in Lausanne should open and close in the legally stipulated time, (Kratcoski, 2007). The police should enforce proper management of bars. This shall ensure responsible drinking from the youths. The police department should demonstrate zeal and diligence in the job. Furthermore, the police should be extremely firm on dealing with crime in the city. Criminal should be arrested and prosecuted. Moreover, the police should always ensure there is order in Lausanne even in the event of games or other significant activities. The aim is to avoid arresting the innocent and enhance community policing. In case of any concern, the police should respond with clear statements to avoid ambiguity. The police spokes person should perform his or her job professionally. The police should come up with a policy that minimizes tension between the force and the members of the public. Methodology Questionnaires The research included giving 20 questionnaires to Lausanne residents. This was done at random. Interviews Structured interviews were conducted to the members of the public who were willing to participate. 10 interviews were conducted with regard to the same. Integrity of the research All respondents were assured that the information they gave would be treated with confidence. They also participated with informed consent

Managed Change at Toyota Australia Case Study Example | Topics and Well Written Essays - 2000 words

Managed Change at Toyota Australia - Case Study Example What we assumed was a temporary circumstance has  turned into a permanent situation. This drop of 36% in just four years shows the scale of our  challenges.† (Toyota Motor Corporation Australia 2012) As Mr. Yasuda notes, business is down and the trend is not temporary, but has been in process for the past four years. Export volumes are down, and not only that, the competitiveness of Australian-made Toyota vehicles is also noted to be down. The Australian currency's strength has likewise negatively impacted the volumes, because of the higher prices owing to the improved currency valuation versus other currencies. This makes Toyota in Australia less competitive in terms of cost too, in comparison to other markets and other production locations in the world (Toyota Motor Corporation Australia 2012). As of the time of the announcement, Mr. Yasuda also noted that the changes that were being made in the Toyota operations in Australia were geared for the long term, and towards mak ing Toyota Australia competitive under the changed operating condition and market conditions in the world. Those market changes are long-term, and so must the changes. The workforce is to undergo adjustment to align it with the company's long-term plans, and that adjustment may mean re-training and reorganizing the workforce. That can also include renegotiating wages and working arrangements as well. Sourcing for parts is to be optimized for cost and efficiency. Efficiency gains are to be a primary goal. As well the overall cost structure of the manufacturing facilities and the entire operations is to be optimized (Toyota Motor Corporation Australia 2012; Beissman 2012; Beissman 2012 (b)). That said, it is to be noted that Toyota in... The company basically made use of fundamental change management tools centering on communication and in the explanation of the fundamental reasons for the change. There is, first of all, the use of systematic modes of managing the personnel side of the change, via planned layoffs that reflect the changed fundamentals of the company's financial viability. As well the company communicated and validated how the external market conditions necessitated such personnel change. The literature calls this making a formal case out of the planned changes. No doubt with the fact that Toyota Australia is not alone in facing difficulties in the domestic and international markets, and the fact that government itself had acknowledged the changed and difficult market conditions, made it easy for Toyota Australia to make the formal case for change. The formal case made by the CEO is one that is also a solid business case. There are good business reasons for the changes, in other words, and that was the message and the formal case that made it easier for Toyota Australia to sell the idea of the planned changes not only to employees but to the market in general.