CHANGE IN CRISIS-RELEVANT ORGANIZATIONS, POLICE DEPARTMENTS AND CIVIL DISTURBANCES

• NCJ Number: 9397
• Journal: American Behavioral Scientist Volume: 16 Issue: 3 Dated: (JANUARY/ FEBRUARY 1973) Pages: 356-367
• Author(s): G A KREPS
• Date Published: 1973
• Length: 12 pages
• Sponsoring Agency: US Dept of Health, Education, and Welfare
• Corporate Author: Sage Publications, Inc
• Publication Format: Article
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

STUDY OF ORGANIZATIONAL CHANGE IN POLICE DEPARTMENTS, THE PROCESS OF CHANGE DEVELOPMENT, AND ORGANIZATIONAL FACTORS ASSOCIATED WITH THE DEVELOPMENT OF CHANGE.

Abstract

BOTH OBJECTIVE EXPERIENCE AND THE PERCEPTION OF THREAT PRECIPITATES SOME FORM OF ORGANIZATIONAL RESPONSE. IN MANY CASES, THIS RESPONSE RESULTS IN SIGNIFICANT ORGANIZATIONAL CHANGES-CHANGES IN POLICY, PLANNING, TRAINING, RESOURCES, AND COMMUNITY RELATIONS. INCREASING AMOUNTS OF INFORMATION, ACTIVATED BY SOME DEFINITIONS OF CIVIL DISTURBANCE THREAT, WERE ASSOCIATED WITH INCREASING AMOUNTS OF CHANGE IN THE POLICE DEPARTMENTS SURVEYED. THE EXISTENCE OR ACTIVATION OF INTERPOLICE CONTACTS, AS A SOURCE OF INFORMATION, WERE AN IMPETUS TO CHANGE. CHANGES WERE DEVELOPED THROUGH A PROCESS OF GATHERING, INTERPRETING, AND EVALUATING INFORMATION AS A BASIS FOR DECIDING AMONG ORGANIZATIONAL OPTIONS. AS INFORMATION INCREASED, PROBLEM-SOLVING EXPANDED, MORE INCUMBENTS AND ORGANIZATIONAL SUBUNITS BECAME INVOLVED, MORE TIME WAS EXPENDED, AND MORE ORGANIZATIONAL MECHANISMS WERE CREATED TO INITIATE CHANGE. (AUTHOR ABSTRACT)