Discontinuous change in the New Zealand police service – A case study

Abstract

In a country that has experienced over 15 years of politically driven change, the New Zealand Police Service (NZP) is now in the midst of an ambitious change programme called Policing 2000 (P2). Challenging traditional policing assumptions, P2 is a total quality management (TQM) approach that seeks alignment with an increasingly service orientated public by utilising state‐of‐the‐art technology and strategic management practices more akin to the private sector. Reports on an exploratory case study that investigated individual anticipatory reactions to organisational change. The findings provide insights into the factors necessary for the implementation of a discontinuous change programme; namely alignment of vision, culture and implementation.

The Elements of a Learning Model to Enhance Service Mind of Thai Police Officer

“…Through the literature reviewed, four characteristics were regularly perceived to be attributes of effective police service mind. First was "Communication" , which was a key characteristic, and the literature conceptualized this in terms of communication within the police organization as well as communication with everyone (Bryman& Stephens, 1996;Dantzker, 1996;Beck & Wilson, 1997;Duncan et al, 2001;Densten, 2002;Murphy &Drodge, 2004;Silvestri, 2007;Schafer, 2008;2010;Steinheider&Wuestewald, 2008;Dick, 2011;O'Leary et al, 2011). Second was being "ethical", which was generally defined as exhibiting a sense of integrity and honesty, being to generate a sense of trustworthiness among everyone (Bryman& Stephens, 1996;Fleming, 2004;Murphy &Drodge, 2004;Schafer, 2008Schafer, , 2009Schafer, , 2010O'Leary et al, 2011;Vito et al, 2011).…”

“…The last was effective "thinking ability" was important with critical , strategic, and creative thinking regarded as key attributes of successful service mind (Gaston, 1997;Davies, 2000;Coleman 2008;Miller et al, 2009;Meaklim and Sims, 2011;O'Leary et al, 2011) Four activities that effective police service mind engaged from literature review. "Creating a shared perspective" was one, relating to setting, developing, and sharing goal for the organization that create a sense of purpose for other police (Bryman& Stephens, 1996;Dantzker, 1996;Beck & Wilson, 1997;Densten, 1999Densten, , 2002Densten, , 2003Davies, 2000;Duncan et al, 2001;Engel, 2001;Murphy &Drodge, 2004;Buterfield et al, 2005;Schafer, 2008;2010;Steinheider&Wuestewald, 2008;Miller et al, 2009;Andreescu& Vito, 2010;Vito & Higgins, 2010;O'Leary et al, 2011;Vito, 2011) Related to this was the need to "engender organization commitment" which hould be a strategy and organization culture by providing support to subordinates, providing feedback, promoting collaboration, and giving them a perspective sharing (Beck & Wilson, 1997;Dick, 2011;Metcalfe & Dick, 2000Densten, 2002Densten, , 2005Steinheider&Wuestewald, 2008;Vito & Higgins, 2010;Johnson, 2012). For equality and organization culture, effective police service mind should demonstrate "care for subordinates", which requires them to seek out and take responsibility, coaching and mentoring (Moore, 1994;Bryman& Stephens, 1996;Densten, 1999…”

Tracking change in Northern Ireland policing: temporal phases and key themes

“…The large and varied nature of the literature leaves a wide body of work to draw on, but a difficult landscape to navigate. Existing work relevant to this study includes that which looks particularly at change in large complex public sector organisations and especially police organisations (Duncan, Mouly et al 2001, Feltes 2002, Densten 2003, Ellison 2007, Pettigrew 2012. The RUC experience as explored here is an examination of 'radical' organisational change -a transformatory shift from one organisational form to another (McNulty and Ferlie 2004).…”

Making public organizations more inclusive: A case study of the Victoria Police Force

“…Male hegemonic organizations are frequently rife with sexism and racism (Kilduff & Mehra, 1996). Attempts to change police cultures in several countries over the last two decades often have been unsuccessful (e.g., Duncan, Mouly, & Nilakant, 2001). We wanted to understand why the cultural change in the VPF worked and how this organization's experience differs from the traditional academic framework.…”