The paper 'Scanning, Analysis, Response and Assessment Model of Problem-Solving - Stephen Woods" is a good example of a management case study. The SARA model of problem-solving is useful in the context of police work. The acronym SARA stands for Scanning, Analysis, Response and Assessment. The SARA model is flexible; therefore it can be used for both problem-solving and planning, as the case may be. Another useful feature of the SARA model is that although it is sequential, with scanning preceding analysis which in turn precedes response and so on, it is flexible enough to allow the user of the model to return to a previous stage of the model, for example from response to the analysis.
This means that the user of SARA can retrace his or her steps and repeat a previous stage of the model before moving on to the next stage. Indeed, even when one has reached the final step, assessment, it is possible for one to go back to the first stage, scanning if the assessment of the results is not satisfactory. Aim This essay discusses a hypothetical scenario faced by officer Stephen Woods, in his duties as a newly appointed sergeant.
Sergeant Woods is facing a test of his leadership skills in relation to a senior officer who is abusing his seniority by inappropriately delegating his QPrime entry responsibilities to First Year Corporals (FYCs), who are junior officers. Sergeant Woods has to use the SARA model to determine exactly what the problem is, how it affects the working of the police service and the attainment of its goals, and to take measures to respond to the situation and to assess whether the response taken has achieved the intended objective. Workplace Scan The first thing that Sergeant Woods has to do is to carry out the scanning process within the workplace.
According to Baker (2006), it is the responsibility of the sergeant to be aware of the competencies and personality traits of each and every officer who is subordinate to him/her. In this way, the sergeant will find it easy to assign duties to particular officers, and in case disciplinary action is required, the sergeant will know which disciplinary methods are most likely to be effective when dealing with particular officers.
Baker, T. (2006). Motivation and police personnel. In Effective police leadership: moving beyond management. New York: Looseleaf Law Publications.
Queensland Police Service (QPS) (2009). A Guide to problem solving within the Queensland Police Service.
Robbins, S., & Judge, T. (2007). Power and Politics. In, Organizational behaviour. Upper Saddle River, New Jersey: Pearson Education Inc.