The purpose of this paper is to present results from a survey of police managers in Norway on occupational culture that relate to characteristics of knowledge organisations. A questionnaire was developed and administered among police managers in two police districts in Norway. A total of 21 police personnel values for occupational culture were applied in this research. All of them represent cultural dimensions of potential importance to law enforcement performance. Significant correlations were found between knowledge organisation and change rather than tradition, freedom rather than control, balance between work and private life, equality and empowerment rather than hierarchy, and openness rather than closed culture. Furthermore, a knowledge organisation is also a learning organisation.

No abstract

Abstract:The job of a manager consists of several parallel roles. A manager may perceive one role as more important than other roles. The goal of this paper is to present results from a survey of police managers in Norway on the relative importance of leadership roles. A questionnaire was developed to measure leadership roles in police districts. Respondents emphasised the role of personnel leader where the manager is responsible for supervising, hiring, training, organising, coordinating and motivating a cadre of personnel to achieve the goals of the organisation.

No abstract

No abstract