Organizational Health in Law Enforcement (From Psychological Services for Law Enforcement, P 201-213, 1986, J Reese and H A Goldstein, eds. - See NCJ-104098)

• NCJ Number: 104110
• Author(s): S E Walima
• Date Published: 1986
• Length: 9 pages
• Corporate Author: US Dept of Justice; US Dept of Justice
• Sale Source: Superintendent of Documents, GPO; National Institute of Justice/NCJRS; National Institute of Justice/; NCJRS Photocopy Services
• Language: English
• Country: United States of America
• Note: For microfiche, see NCJ-104098.

Annotation

Intended for police administrators, line officers, and professional organizational change agents, this paper defines organizational development, identifies five factors in organizational health, and describes efforts of the Palo Alto Police Department (California) to facilitate reduction in officer stress through organizational change.

Abstract

Organizational development is a system of theory and method designed to improve organizational functioning by removing barriers to personal and organizational effectiveness. Factors underlying organizational health and the consequent reduction of police stress are the clarity of job responsibilities; the quality and timeliness of performance feedback; work planning, distribution, and support; interpersonal and interunit relationships; and management style and organization structure. The Palo Alto Police Department, in late 1980, hired a health resources coordinator and a clinical psychologist trained in individual stress management to assist the department in reducing police occupational stress. Among the tasks performed by this team are counseling and referrals for employees experiencing high stress, conflict resolution for individuals and groups, and the identification of sources of organizational stress and consultation with work units and managers to resolve them. An appended list of organizational factors in stress and attendant problem symptoms in organizations and individuals.