Leadership and performance management

Golding, Bob; Savage, Stephen P.

doi:10.4324/9780203118238.ch27

Cited by 13 publications

(19 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The idea that decisions are made by those with rank is an unquestioned orthodoxy and is deeply entrenched throughout the organisation, so that even minor decisions are flagged for the approval of senior officers as a matter of routine (Norman and Williams, 2017;Davis, 2020). This has led to the general acceptance of command and control management, even in day to day decisions, and despite attempts to introduce a more transformational management style, transactional management is the institutional norm (Golding and Savage, 2008;Neyroud, 2011). autonomously without the need for close rank-based supervision.…”

Section: The Police Organisationmentioning

confidence: 99%

Is there ‘discretionary space’ in rank-based police constabularies for graduate constables to think critically and make autonomous decisions?

McCanney

Taylor

Bates

2021

The Police Journal: Theory, Practice and Principles

View full text Add to dashboard Cite

The Police Education and Qualification Framework (PEFQ) mandated that from 2020 police recruits must be educated to degree level. This change has generated much debate around the relationship between academia and the police. There has been less discussion about parallel organisational change. To explore the opportunities for graduate officers to find the ‘discretionary space’ to employ the skills associated with university study, 234 police constables were surveyed. Analysis revealed that officers faced barriers to decision-making from bureaucratic and managerial procedures. Findings suggest that police organisations may need to make changes structurally and procedurally to benefit from a graduate workforce.

show abstract

Section: The Police Organisationmentioning

confidence: 99%

Is there ‘discretionary space’ in rank-based police constabularies for graduate constables to think critically and make autonomous decisions?

McCanney

Taylor

Bates

2021

The Police Journal: Theory, Practice and Principles

View full text Add to dashboard Cite

show abstract

“…A core feature of NPM was described by Osborne and Gaebler (1992) as a separation between 'steering' and 'rowing' in the delivery of services. In other words, central government provided strategic direction in terms of budget and policy (steering) while other agencies, including the police, were given responsibility for the delivery of services (rowing) (Reiner 2010;Savage 2007b;Golding and Savage 2008). This has been described as 'governing at a distance' resulting in central government being able to penetrate parts of policing that they had not previously been able to access or influence, such as the day to day operation of discretion (Reiner 2010;Savage 2007b).…”

Section: False Illusionsmentioning

confidence: 99%

Police Services

Wankhade¹,

Weir²

2015

View full text Add to dashboard Cite

“…Of course, it is not only recent police employees who have been socialised into the counting culture. Police leadership in Britain has long been the focus of criticism, and this has been used to legitimatise programmes of central intervention and reform (Golding & Savage, 2008;Reiner, 2010). Paradoxically, it can be argued that aspects of reform of the police have led to the 'demise' of police leadership as the function of the leader is reduced to that of managing the attainment of centrally set goals (Carlisle & Loveday).…”

Section: Calculabilitymentioning

confidence: 99%

The British Police Service: Professionalisation or ‘McDonaldization’?

Heslop

2011

International Journal of Police Science & Management

View full text Add to dashboard Cite

Richard Heslop, EdD, is a sergeant in the BritishPolice where he has served for 23 years. Dr Heslop's academic work crosses disciplinary boundaries and he holds a BSc degree in sociology, an MA degree in political science, and a Doctorate in education. His main research interests centre on police training and professionalisation and he has had numerous articles published in leading policing journals. The views expressed in this article are those of the author and not those of the British police. ABSTRACT This article argues that there are two contrasting models for understanding developments in contemporary British policing. The first, which is an intended outcome of the reform and 'workforce modernisation' agenda, envisages increased professionalisation. The second, which is a perverse outcome of that same agenda, is the 'McDonaldization' of the British police. This article prefers the latter and argues that policing is increasingly becoming McDonaldized. According to the sociologist George Ritzer, McDonaldized institutions operate in accordance with four main principles: calculability, efficiency, predictability and control. Taken together, these four factors can be understood as the basic components of a rational system. However, the main problem with McDonaldized systems and a fifth characteristic of the process is the production of irrationalities (or what Ritzer terms the 'irrationality of rationality'). A primary purpose of this article is to highlight some of the irrationalities of McPolicing.

show abstract

Leadership and performance management

Cited by 13 publications

References 0 publications

Is there ‘discretionary space’ in rank-based police constabularies for graduate constables to think critically and make autonomous decisions?

Is there ‘discretionary space’ in rank-based police constabularies for graduate constables to think critically and make autonomous decisions?

Police Services

The British Police Service: Professionalisation or ‘McDonaldization’?

Contact Info

Product

Resources

About