Once Chief Robin Richardson took command, she made the decision to change the organizational structure within the police department. MPD Chief Richardson made the decision to change the centralized organizational structure of the police department to a more decentralized structure that relies on employees to communicate information to make decisions and recommend changes” (Manuel, chapter 10). MPD Chief Richardson's decisions to change the "organizational structure were intended to accommodate the radical change in performance culture" (handbook chapter). MPD Chief Richardson felt that the traditional functional organizational structure under the vertical hierarchy had lost sight of the mission of the MPD organization. Chief Richardson wanted to create an organizational structure that provided some levels of autonomy, allowing employees to make decisions based on their individual discretion. MPD chief Robin Richardson viewed a “divisional organization as a design structure that groups processes and jobs based on clearly defined market segments or geography” (Chapter 10 of the textbook). Chief Richardson spoke of "a divisional organizational structure that allows managers to make decisions at the divisional level, and differences of opinion would be resolved without reporting to the chief." Chief Richardson felt that this design was more in line with what she envisioned for the MPD: a centralized, horizontal organization” (manual chapter 10). According to the text, Chief Robin Richardson “ultimately decided to create a matrix organization, a design structure that facilitates horizontal integration and collaboration. A matrix model combines elements of functional and divisional organizations, has a dual line of authority, and is designed to encourage information sharing. Robin felt that by using this model, the reporting line would change