When organizational transformation succeeds, say the corporate change experts, employees feel they are working for a different company. Transformation is a radical change process, undertaken to respond to a crisis or to take advantage of a great opportunity. It has a much more profound effect than any mere improvement program on both workers and customers. Transformation begins at the top with a vision and results in lasting change in "the way things get done around here," but only when transformation becomes everybody's job (Deming, 1982; Pascale, 1997).
Community policing as a vision has enough power to set organizational transformation in motion. It represents such a departure from the familiar, bureaucratic policing model that it has been called no less than "a renegotiation of the social contract between the police and society" (Bayley, 1994). If this is true, then the implications for the internal workings of police agencies are profound. For community policing principles like problem solving and community partnerships to materialize as organizational strategies and operational realities, a transformation is needed. From the above discussion it could be rightly sketched that change management in public sector is essential element of overall economic growth.
[...] External pressure to change in policing has been applied from several different directions. Citizens in the 1980s demanded that public agencies across the board produce more value for the dollar. Not only have citizens demanded greater accountability for the way tax money is spent, but relief from impersonal, bureaucratic run-arounds and buck-passing (Barzelay, 1992). There have also been continuing external demands for police accountability in the use of force, fair treatment of minority individuals outside and inside the agency, and equitable provision of services in neighborhoods where residents are poor or members of racial and ethnic minority groups. [...]
[...] Few agencies, however, can claim that they have used community policing to transform their entire organization Change Management in Norwegian Police Organisation (2012) Initial study survey conducted via telephonic conversation of 137 law enforcement agencies involved in community policing implementation, only about 12 percent said they had made extensive revisions to the critical human resources areas of job descriptions, performance evaluation criteria, or promotional processes because of a shift to community policing, although another 25 percent reported making moderate changes in those areas Research Question How can organisational transformation elements and models restructure traditional police agencies into community policing hubs in Norway? Exploratory study of three police departments. [...]
[...] These strains on the city budget and layoffs of police forced the city to analyze delivery of police services. In Sandvika, sources pointed to a history of poor relations between African Norwegian residents and police. Some of these problems influenced internal operations, and some came to a head in 11 Change Management in Norwegian Police Organisation (2012) the political arena. For example, a number of participants felt the success of the department's PRIDE project should have been given more credit as a springboard for community policing. [...]
[...] Romanelli and Tushman state that organizational transformation is stimulated by major environmental changes as well as crises in performance or the naming of a new CEO. Similarly, Morton (1991) points to the turbulent business environment as a major factor in organizational transformation. These perspectives emphasize the tremendous influence external culture has on organizations Transformation based Models Many researchers have identified various elements necessary for successfully implementing organizational change and adapting to a rapidly changing environment. Although transformation models may have common building blocks, they exhibit subtle differences that make them more applicable to some environments than to others. [...]
[...] Borrowing ideas from Portland's strategic plan, he ensured that a strategic plan for community policing was also developed for Sandvika. Oslo's shift to community policing began under Chief Richard Walker. Chief Walker had once served as interim chief, had retired from the department, and was recruited by [then] mayor Bud Clark to bring the department “back to order” and restore stability after a series of short-lived police chief appointments (Clark, 2006). The mayor believed Walker was willing to go forward with community policing; but he also envisioned [then captain] Tom Potter, who headed the community policing division, as the department's next visionary leader (Clark, 2006). [...]
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