جستجوی مقالات مرتبط با کلیدواژه « سازمان پلیس » در نشریات گروه « مدیریت »

There will always be a need for rank-authority in policing, and command and control will remain an important tool in an organization’s armoury, providing direction, protection, and a sense of safety and security for those inside and outside the organization. But as organizations increasingly grapple with the very real complexity of social problems that lead to crime, as well as the complexity of their own organizations, a better understanding and nurturing of different approaches to leadership is vitally important. Responding to complexity requires innovation, experimentation, and leveraging thoughts, ideas, and experiences from a range of people. This is shared leadership, where leadership is a group process of shared responsibility and mutual influence in which team members lead each other towards their goals. The challenge for police organizations and those who run them is how shared leadership—in which power and influence are not centralized in the hands of a superior leader—can co-exist alongside traditional bureaucratic and hierarchical conceptualizations in policing. To this end, in this article we explore the notion of leadership ambidexterity—that is being effective at the very different leadership required for complicated and complex problems—and the challenges facing organizations and their leaders in achieving this.

This study analyzes the association between police organizational and environmental factors and police misconduct using data derived from the new National Police Misconduct Statistics and Reporting Project (2009–2010). Our use of this data set affords us the opportunity to measure police misconduct with much greater breadth than in previous studies. A negative binomial regression analysis of 497 city police departments shows the following organizational characteristics—organizational size, the presence of a full-time internal affairs unit, and in-service training—salient in predicting police misconduct. The violent crime rate is the only environmental variable that influences police misconduct. These results not only highlight the importance of organizational structure in influencing police officer misconduct but they also suggest that a police department has at its disposal the ability to institute organizational changes that can help attenuate the occurrence of police misconduct.

The organizational social capital helps the organization, besides maintaining its legitimacy, gain access to its necessary sources in the environment. Police does activities in an environment the public social trust in which profoundly influences its effectiveness and – more importantly – accepting its legitimacy. The organizational social capital represents a steady bilateral relationship with and organizational trust in its environment; and the police, as the public arm of the society, can make use of people's participation and collaboration for establishing security. An attempt has been made in this article to identify the organizational factors affecting the organizational social capital of NAJA. The study employs a fundamental theory as its method, and the snowball sampling continued until the data were complete. Findings indicate that five classes of organizational factors influence creation of social capital for the police, including: communicative channels, police performance, organizational policies, equipment, update facilities, achieving organizational goals, and the image of police.