NCJ Number
25387
Journal
Journal of Police Science and Administration Volume: 3 Issue: 1 Dated: (MARCH 1975) Pages: 84-94
Date Published
1975
Length
11 pages
Annotation
THE AUTHOR SUGGESTS THAT THERE ARE STRUCTURAL AND ORGANIZATIONAL DEFICIENCIES CONDUCIVE TO POLICE RESISTANCE TO POLICE-COMMUNITY RELATIONS PROGRAMS.
Abstract
HE ALSO CONTENDS THAT REMEDIAL ACTION MIGHT BE ACCOMPLISHED BY CHANGING THE STRUCTURE OF POLICE ORGANIZATIONS. THIS ARTICLE FIRST PRESENTS AND EXPLAINS THE BASIC TENETS OF CLASSICAL, NEO-CLASSICAL, AND MODERN ORGANIZATIONAL THEORY. RESISTANCE TO CHANGE LITERATURE AND LITERATURE ON ORGANIZATIONAL CHANGE ARE THEN REVIEWED. NINETEEN FORCES EITHER CONDUCIVE TO RESISTANCE OR CONDUCIVE TO CHANGE ARE CLASSIFIED AND IDENTIFIED ACCORIDING TO THE LEVELS, STAGES, OR TIMES THEY MANIFEST THEMSELVES. THESE FORCES INCLUDE OPPOSITION TO CHANGE, OPPSITION BEACUSE OF TRADITION, PERCEIVED EXPECTATIONS, AND IMPLICATIONS OF PERCEIVED FAILURE. THE AUTHOR MAINTAINS THAT SINCE THE PATROLMAN IS A LOW LINE MANAGER, HE MUST BE PERSUADED TO CHANGE, NOT SIMPLY ORDERED TO, IF ONE WISHES TO MINIMIZE RESISTANCE TO ORGANIZATIONAL CHANGE, EVEN THOUGH THIS MAY APPEAR INCONGRUENT TO THE AUTHORITY HIERARCHY WITHIN A POLICE ORGANIZATION.