Role of Values and Organizational Culture in a Strategic Planning Process (From Strategic Planning for Police, P 35-74, 1991, Dan Ogle, ed. -- See NCJ-131965)

• NCJ Number: 131968
• Author(s): A Durivage; J Barrette
• Date Published: 1991
• Length: 40 pages
• Sale Source: Canadian Police College
• Publication Type: Survey
• Language: English
• Country: Canada

Annotation

This strategic planning model for police departments consists of six steps: defining the organization's mission or vision; defining the value system through which the results will be obtained; identifying clear objectives; preparing plans; implementing plans; and monitoring the results.

Abstract

The mission or cornerstone of a strategic plan defines the organization's purpose, the direction it is taking, and the reasons it is following that direction. The mission statement is based on both the external and internal environments; the latter is comprised of the values, beliefs, and culture of the organization. Conscious of the importance of strategic planning, the Montreal Urban Community Police Department (MUCPD) developed a 5-year strategic plan. Although seven organizational values -- pursuit of excellence, rights and freedom, personnel, quality of life, community based policing, enhancement of policing, and conventional policing -- were defined, a survey of management and employees revealed some significant divergences on the priority assigned to the values by each group. However, managers and employees did share similar individual values including integrity, self-fulfillment, and respect toward individuals. 14 figures and 6 references