NCJ Number
82889
Journal
Journal of Crime and Justice Volume: 4 Dated: (1981) Pages: 109-124
Date Published
1981
Length
16 pages
Annotation
The article intends to increase police management and consultant interest and awareness in organization development by considering factors involved in establishing a comprehensive organization development program for large police agencies.
Abstract
It lists numerous conditions that must be present before organization development programs are instituted, such as the need to change a managerial strategy and the need for better planning. Guidelines for selecting a consultant to establish the organization development program are outlined, and it is emphasized that the person selected should develop a good working relationship with the client. The first major stage in an organization development program is data collection. The most important data the consultant would collect concern the goals and objectives of the organization. Other data that should be gathered include the degree of dependence among operating groups/divisions, the quantity and quality of the information exchange between units, etc. The consultant then begins the diagnosis phase, using one of several approaches. The intervention phase is next; factors which the consultant should consider when selecting interventions are listed. Perhaps the easiest to administer and most commonly used intervention strategies are some form of team building/development, goal setting, and intergroup conflict resolution activities. After the various interventions have been initiated, the program should be closely monitored to determine if the specific activities should be continued, modified, or discontinued. Safeguards should be developed to make sure the advancements brought about by the organization development effort will be continued. Perhaps the best way to accomplish this is to tie performance to recognition and reinforcement. Thirteen references are appended.