New Public Management : The Case Of Police Department

"Classical Organizational Theory deals with the 'systematic processes necessary to make bureaucracy more efficient and effective.' Name three scholars that are credited with the development of classical organization thought that most correctly fit into this definition of Classical Organizational Theory. What were the basic arguments articulated by each in their contributions to the development of Classical Organizational Theory?"

There have been several studies and implemented policies within agencies all over the world directed to prevent and deter police misconduct / corruption. In the early 1990s, the Mollen Commission of Inquiry revealed a serious police corruption problem in the New York City Police Department (NYPD). One of the key recommendations of the commission was that their internal investigative structure the Internal Affairs Bureau (IAB) be reconstituted as it had failed to effectively tackle the problem. Almost a decade since the establishment of a new IAB, it is hailed as a noteworthy example of how such a structure should operate if police corruption is to be adequately dealt with. (Newham, 2003).

Policing in America underwent a major paradigm shift in the way that law enforcement was carried out – this shift was known as a shift from the Political Era to the Professional (Reform) Era (Roberg, Novak, Cordner, & Smith, 2015). This switch in eras happened in the United States during a period branded as the Progressive Era, when many “types of problems … began to be addressed not only in the public sector but also in private enterprise” (Roberg et al., 2015, p. 41). This movement affected the United States and the American life since it functioned on the ideas that there should be “(1) honest and efficiency in government, (2) more authority for public officials (and less for politicians), and (3) the use of experts to respond to specific

Police Agencies in modern society are a part of the American fabric to serve and protect the American public. The United States currently have more than 15,000 police agencies, (Walker & Katz, 2011). Police Departments across the United States face similar critical issues policing. All police officers face dangers in the job of policing the dangers can emanate from internal and external origins. Police officers have continued to evolve to serve communities by finding better less than lethal alternatives to weapons used. In addition, police departments have continued to keep up with

The movement from the former systems of policing to community policing system calls for major changes. These changes may be in terms of goals, aims, policies and activities of police units, as well as the general image portrayed by police force. Consequently, this movement bears an eminent amount of disagreements as well as resistance within the police force. The police officers and their managers are the major parties involved in the matter of resistance. The managers fear loss of power and authority to control their officers when they become community police, on the other hand the police officer do not welcome the new role of solving community problems (Rohe, Adams and Arcury, 2001). This is because they are used to the normal role of enforcing laws. The implementation process therefore demands training of police officers on their new roles.

Police executives have always had different issues within the police department. Most police executives try to find a quick fix in order to solve the issue of police misconduct. Police misconduct is defined as inappropriate action taken by police officers in relation with their official duties (Police Misconduct Law & Legal Definition, n.d.). In order to solve this issue, one must acknowledge their different challenges, overcome the “code of silence”, and find out the role of organizational culture.

While the Reform Era worked to professionalize police, as society became more complex, so did the role of the police officer. The Community Policing Era was developed as a result of the need to develop cooperation and positive relationships between the police and public. What developed out of this era was an essential element of community policing – public accountability. Police officers became accountable to their supervisors who in turn became accountable to the community. Accountability can be seen as an honest evaluation of achievement based on clearly defined objectives. Many of these objectives are defined by complex community and social problems; as such police officers require the capacity and flexibility to work on them in a variety of styles and employing a variety of strategies.

Police leadership uses standardization and procedure as a way to create consistency and predict¬ability in law enforcement operations (Batts, Smoot, & Scrivner, 2012). The San Diego Police Department, like nearly all law enforcement agencies uses leadership models mimicking the United States military. Paramilitary organizations use highly structured framing to conduct business operations. The structural frame creates compartmentalized specialization, and predictable, uniform task performance desired by police executives. The tightly designed rank-and-file structure delineates locus power and control based on position (Bolman & Deal, 1991). Power rests at the top. Contained with this structure is top-down control of personnel,

The success of implementing a program like this requires that both parties be well informed and well educated on the changes that will take place. One of the first steps is to market the concept of community policing both internally (within the department), as well as externally(within the community).  Marketing community policing internally often involves collapsing the existing structures of authority that are in place as well as the specialization within the department.  The case study mentioned that although the senior administrators in the department played a critical role in the reform, it was also necessary that line level officers be active participants in the process.  After all, two important components of community policing are empowerment and ownership.  Officers were given ownership of certain areas that were

Whisenand, P. M., & McCain, J. K. (2014). Managing Police Organizations. In P. M.Whisenand, & J. K. McCain, Managing Police Organizations (p. 33). Upper Saddle River, NJ: Pearson Education.

The style of police leadership has gradually changed over the last several years. The traditional belief that the solitary leader who possessed the wisdom, integrity, and courage to manage a police department, or a shift of officers has been replaced with the concept of teamwork (Wuestewald, 2013). The idea of using a team to manage an organization is nothing new in the private sector, however, replacing the old idea of a solitary leader has taken time and is slow to take hold in some organizations.

Before compare the two different models TPA and NPM, I will illustrate what is the

In the following paragraphs, I will explain the dominant theory in public administration practice and elaborate on the major theoretical assumptions of the Old Public Administration. As stated in the question, the world has transformed through globalization, information technology, and devolution of authority since the latter part of the last century. The dominant theory in public administration has been replaced from the traditional rule-based, authority-driven processes of the Old Public Administration with market-based, competition-driven tactics in the New Public Management, beginning in the 1980s (Kettl, 2000, p. 3). This was an effort to privatize government and streamline public administration to maximize efficiency and productivity. Heavily relying on market mechanisms to guide public programs, public administrators in the New Public Management are encouraged to “steer, not row,” meaning they should not bear the burden of delivering services, but instead define programs that others will carry out, through contracting or other means (Denhardt & Denhardt, 2011, p. 13). Core values of the New Public Management include using private sector and business approaches to the public sector, squeezing as many services as possible from smaller revenues, market style incentives, providing customers more choices, and focusing on outputs and outcomes instead of mainly processes.

The earlier development of the law enforcement was developed by a man named Sir Robert Peel also known as the “Father of Modern Policing” (Bennett & Hess, 2007). He was born February 5, 1788 in Chamber Hall near Bury in Lancashire (Bloy, n.d.). He was the one who greatly influenced and set forth the fundamental principles of the police force. He developed an organized force called the London Metropolitan Police in 1829 that protected the people who were victimized due to high unemployment, poverty, and crime. An organization is “an artificial structure created to coordinate either people or groups and resources to achieve a mission or goal” (Bennett & Hess, 2007). The police’s goal is to protect and serve their community. Although the term of a police officer is mixed up with a peace officer “all police officers are peace officers, but all peace officers are not police officers” (Walker & Katz, 2011). The principles that Sir Robert Peel set for the police include: