نشریه توسعه سازمانی پلیس
سال نهم شماره 3 (پیاپی 42، پاییز 1391)

Organizational culture always considered as a bed for development and advancement of any organization. In this article organizational culture is introduced as a factor of development and prosperity of strategic thinking. It is a reviewal research and objectively it is applicatory because provide leaders and managers with solutions and methodologically it is descriptive research. In this article the results and literatures research in the domain of strategic and organizational science were reviewed and it is attempted to collect the summarized results in one place and organizational culture and strategic thinking have been described in a simple and fluent manner and the role of organizational culture in development of strategic thinking made more salient. According to what has been said and the obtained results from the study of organization and strategic domain thinkers indicated that the lack of strategic thinking is the main defect of organizations. It is suggested to remove this defect the organizations should pay attention to organizational culture because culture is very effective in improvement and development of organization personnel strategic thinking and especially leaders and managers. Therefore organizations should pay more attention to improvement of organization current culture to achieve this type of thinking.

Today one of the main problems of organizations in establishment of performance appraisal systems is the identification of appropriate key indicators. Of performance and appraisal models, in recent years balance score cards received much acceptability but in practice many balanced appraisal projects failed. Of the main reasons for failure in establishment of balanced appraisal system is weakness in choosing appropriate key indicators. The selection of key performance indicators requires deep understanding of organization business process and uses of systemic attitude. Simulation by system dynamics as one of systemic thinking applications can be very useful in identification and correct selection of key performance indicators. In this article by introduction of conceptual model it is explained how systems dynamics potentialities are used in key performance indicators selection. Therefore in regard to extracted material from subject literatures, a methodology of multi stages designed to select key performance indicators which relied on systems dynamic modeling which conceptually contain innovation. Then the designed model was given to experts to guarantee the validity of the model and after revision and edition it was approved.

Organizations such as police that undertakes the establishment of security and order in community for fulfillment of its critical and significant role needs the cooperation and the trust of different groups in community specially students because the closeness of students to police can enhance trust in police organization success. Without trust of different groups including students which have more significant role in community developments the police organization will lose its effectiveness because without trust police organization cannot achieve its objectives. This research is intended to analyze the relation between student's social capital and the extent of trust in police. The sample is selected among Dehloran province and a questionnaire proportionate to hypotheses and research type was created and used by researcher. Pearson correlation coefficients and linear regression were used to test the hypothesis. The results indicated that there is a meaningful relation between the student's civil involvements and the extent of trust in police. In other word the more students social capital the more the extent of students trust in police will be.

Today the project management competency national standards in the world advanced communities have received much acceptability. Formulation of a model for project management competency appraisal based on professional principles and belief values in order to select, appraise and promote project human resource will be very effective in excellency and professional growth of this specialized domain in project oriented organizations. Although presented standards at general international level in each culture and social context can be used, due to social conditions, cultures and types of organizations should be adjusted. Due to project oriented military organizations in country and the needs of special requirements of human forces from military organization point of view which are value oriented, it is necessary to formulate a project management competency appraisal in project oriented military organizations. Library studies at the stage of theoretical basis were used to collect the information of this metric descriptive research and questionnaire and interview were used at the stage of setting competency criteria. The selection of experts was methodological and selected from among project management experts of researched organizations. The findings of this research introduced the project oriented military organizations project management competency in dimensions of behavior, knowledge and function or with regard to value requirements in an integrated framework and it is applicatory for this type of organizations. Furthermore guidelines for formulation of project management competency model in other organizations were suggested.

Execution of 5 "S" systems is one of the ways in which organizations follow to promote the level of organization productivity and order. In organizations such as police the concept of productivity can be found at the size of customer general satisfaction. One of the functions that distinguish the "s" system from other dominant systems in management knowledge is order which constitutes the main mission of police. In this article by focusing on rules dominating the five stages of "s" system and the objectives of these stages, an applied framework is introduced to carry out this system in social security plan as an experimental sample to carry out this system in other police departments. The results of this framework indicates that the level of organization productivity is improved which leads to general satisfaction and people siding and cooperation with social security plan. Furthermore the framework can be used in other police departments and agencies to improve personnel performance and efficiency to improve productivity.

Different organizations including service provider, manufacturer, public or private organizations providing qualified service required by customers should be in search of customer satisfaction. For achieving this objective first the current situation of organization and the extent of client's satisfaction from organization should be determined. According to aforementioned the importance of the measurement of satisfaction from police organization such as police stations which provide security services to citizen will be double. In this research by distributing questionnaires among Tehran selected police stations and descriptive analyzing the results of that model it is attempted to introduce the extent of satisfaction from police stations. In analyzing the obtained results from questionnaires the effective factors in advancement of satisfaction are classified into five categories and the significance of each category and also available indicators of each category introduced.

The managerialization of the police may be seen as an effort to restore the legitimacy of the police. This paper aims to show that the managerialist strategy presently occurring within police forces creates new pitfalls and unintended consequences. The paper concentrates on the managerialization of the police in The Netherlands. It is based on a study of large numbers of police policy documents over the last 20 years, on interviews with key persons and on long term survey data on citizens’ views on the police. This analysis focuses on four elements of managerialization: creating the police as a businesslike organization, performance management, quality management, and the view on citizens as customers of the police. Each of these elements is analyzed as a police presentational strategy. The managerial strategies that police organizations use as endeavors to restore their legitimacy, are described. There are no clear empirical indications that the managerialization of the police restored citizens’ trust in the police. On the contrary, it may even undermine the police legitimacy. The analysis focuses on one country, The Netherlands. Because police organizations in many countries were confronted with similar managerial changes, it is expected that many of the findings and conclusions are more generally relevant. The paper presents a critical view on the common managerial assumption that police legitimacy may be restored by promoting police instrumental performances. This paper views managerialization as an endeavor to restore police legitimacy. It concentrates on managerial presentational strategies and image work as forms of legitimacy management of police organizations.