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UW-Milwaukee CRMJST 271 - Organizational Change/Redesign
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CRM JST 271 1st Edition Lecture 11I. Results from Chicagoa. The CAPS program was evaluated by the city of Chicago 8, 9, and 10 years after its implementationb. Chicago PD was commended for its cooperation and interest in evaluation of the programc. However, problem solving was identified as a problemi. Efforts to solve local priority issues were not effectiveii. The same problems existed year after yeariii. Beat meeting effectiveness declinediv. Officers and active residents did not receive refresher trainingII. Lessons Learned from Madison and Chicagoa. Chicago used regular officers and supervisors in its prototype districtsb. Madison used personnel who were “interested” in the programc. Higher level of education necessaryd. Each departments change came from a different sourcei. Madison – internal changeii. Chicago – external changeIII. Police Job Redesigna. Traditional design of police jobs has been criticizedb. Research results on job redesign have found:i. Officers who value internal needs for personal growth and have a service orientation are more likely to benefit from community policing-enriched job designii. More traditionally oriented officers who value extrinsic rewards likely will not benefit from a job redesigniii. All officers appeared to benefit from a job redesign1. Importantly, a 2009 study identified importance of autonomy and feedbackIV. Changing Officer Performance Measuresa. It is critical that departments moving toward community policing requires incorporate community police values, duties, practicesi. Unfortunately, little movement along these lines has been madeii. One study found that over 400 agencies which adopted community policing were not statistically different along key linesV. Innovationa. The development and use of new ideas and methodsb. Most important to successful innovation is effective and energetic leadership from the office of the chiefc. Second is that the chief must be able to motivate departmental personneld. Third, the integrity of innovation must be defendede. Fourth requirement for innovation is public supportVI. CompStat as a change processa. A 2010 study revealed that most of officers in a particular department misunderstood or misinterpreted the core intent of CompStat modelb. CompStat can be used as a managerial styleVII. Learning organizations and R&Da. Continuous improvement cannot be achieved without continuous learningb. Learning organizationsi. Able to process what it has learned and adapt accordinglyc. Essential to create a research and development uniti. What are the benefits of such a unit?VIII. Police-researcher partnershipsa. Allow departments to get involved in a research project without all the necessary expertise or budgetary constraintsi. Researchers, on the other hand, are able to have an impact on policy through their effortsb. Unfortunately, there are issues with these two entities effectively communicating and collaboratingCh. 7IX. Selection and developmenta. A police department makes three selection decisionsi. Entryii. Reassignmentiii. Promotionb. If high-quality recruits are to be selected, the process should be designed to screen-in, not screen-out, applicantsi. What is the difference?X. Recruitmenta. The recruitment of qualified candidates is first step in selectionb. Of course, a variety of recruitment methods existi. Newspaper adsii. Career fairsiii. Internetc. Programs to recruit young people also existi. What are these programs?XI. Recruitment targeting females and minoritiesa. The recruitment of minorities and females is essentialb. A 2009 study revealed 5 findings about attracting such candidates:i. Only about 18% of agencies used a targeted recruitment strategyii. Annual recruiting budget and the number of applicationsiii. Special entry conditionsiv. Starting pay had no impact on hiringv. Higher education had no


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