NCJ Number
25643
Date Published
1974
Length
182 pages
Annotation
THE CASE STUDY PRESENTED IN THIS VOLUME IS A DESCRIPTIVE ANALYSIS OF AN ORGANIZATIONAL AND MANAGEMENT DEVELOPMENT PROGRAM WHICH WAS CARRIED OUT OVER A TEN MONTH PERIOD IN A POLICE DEPARTMENT ON THE EAST COAST.
Abstract
THIS PROGRAM OF ORGANIZATIONAL AND MANAGEMENT DEVELOPMENT UTILIZED SEVERAL OF THE TECHNIQUES CURRENTLY PRACTICED IN BUSINESS AND INDUSTRY. IT COMBINED THE USE OF PROCESS CONSULTATION WITH TECHNICAL ASSISTANCE AS STRATEGIES OF ORGANIZATIONAL DEVELOPMENT. IN THE ORIGINAL PROJECT MODEL, THE COMMAND STAFF COMPOSED OF THE RANKS OF SERGEANT AND ABOVE, WERE TO PLAY AN INTEGRAL ROLE IN THE ORGANIZATIONAL DEVELOPMENT EFFORT. THIS WAS TO BE ACCOMPLISHED THROUGH THEIR PARTICIPATION IN TASK FORCES WHICH WERE DESIGNED TO IDENTIFY ORGANIZATIONAL PROBLEMS AND DEVELOP ALTERNATIVE SOLUTIONS. DURING THE LIFE OF THE PROJECT, SEVERAL MODIFICATIONS OF THE PROCESSES WERE NECESSARY PRIMARILY AS A RESULT OF INTERVENTION INTO THE PROJECT BY VARIOUS TOP ADMINISTRATORS IN THE DEPARTMENT AND OFFICIALS FROM THE CITY'S POLITICAL STRUCTURE. AS A RESULT OF THE RESEARCH, THE AUTHOR PROPOSES A CONTIGUOUS MODEL FOR ORGANIZATIONAL AND MANAGEMENT DEVELOPMENT. THIS MODEL CONSISTS OF THE FOLLOWING FOUR COMPONENTS WHICH MUST EXIST SIMULTANEOUSLY OR IN CLOSE PROXIMITY TO EACH OTHER: ASSESSMENT OF SUPPORT BY THE POLITICAL AND ORGANIZATIONAL LEADERSHIP; MANAGEMENT DEVELOPMENT TRAINING EXTERNAL TO THE ORGANIZATION; CONTINUOUS INTERNAL MANAGEMENT DEVELOPMENT THROUGH PARTICIPATION IN THE ORGANIZATIONAL DEVELOPMENT EFFORT; AND LONG TERM CONSULTING ASSISTANCE. (AUTHOR ABSTRACT MODIFIED)