Programs In Law Enforcement Agencies

The recruiting of minority officers and career advancement programs to help retain those officers is critical. The lack of a diverse police department consisting of both minority and women officers has a negative on the communities they serve. Locating law enforcement recruits is difficult. Law enforcement administrators have to consider a range of strategies to meet challenges of filling vacancies. Lack of higher compensation, attracting candidates from other departments has some impact. However, signing bonuses and lowering of standards to fill quotas impacts the current operation development of the organizations.

The handling of applications so that unqualified applicants are considered promptly due to the fear of the wait between the submission of the application and actual testing is short. “The number of minority higher education students has declined in recent years. As police executives attempt to upgrade educational requirements, they must be prepared to face challenges from several directions and must implement change in accordance with local needs and conditions so that minority applicants are not discriminated against. ” (Wood, 1998) Phases That Need the Most Attention in Law Enforcement Agencies

The multiple phases of growth through creativity is essential for the new entrepreneurial employee to have informal communication with superiors. If the focus is hard work with poor pay, the result is leadership by crisis. Growth through direction provides sustained growth by allowing the career rank and file access as to how accounting, capital management, incentives and budgets are processed. By ending or at least reducing red tape advancement through delegation organizational structure by allowing operational and market level responsibility via financial incentives and decision making should be based on periodic reviews.

Thus reducing random actions by top management as an arbitrary unilateral process, without outside suggestions it could be considered a draconian operational development. Coordination and monitoring foster growth from the formation of peer review groups. The review of formal planning, centralization of support functions, corporate staff oversees coordination, motivation through lower-level information sharing. Finally, the phase of growth through team collaboration by exploring group action for problem solving and cross-functional task teams is essential.

Ending internal growth is critical. The relationship of team incentives, education programs and support staff via a comprehensive matrix organization ties directly into improved team behavior, Aspects of organizational development needed to bring about change in law enforcement agencies Command and control technology is considered a high or medium priority by the vast majority of both federal, state and local law enforcement organizations. Testing and evaluating technology and developing performance standards for technology and its use.

While most police officers now have access to computer technology in their workspaces, IT-related needs are still high priority for most departments. Providing training in the use of technology and developing technology used in training. Issues surrounding training, including both training on technology and technology to facilitate training, are clearly important. Departments reported significant shortfalls in training technology and raised questions about the quality of that which is available. More than half of local departments rated better technology to train their personnel as a high priority.

Technology assistance by applying federal technology and expertise to specific problems will assist departments resolve their different perceptions of the different risks associated with technology acquisition. In addition, perceived liability, technology reliability/effectiveness, and public opinion risks vary among different technologies. Providing information on technology and its use in law enforcement is essential. Organizations utilize many disparate sources to gather information regarding technology.

While most state police organizations regularly utilize federal information sources, many local police forces do not. This observation suggests that more could potentially be done to make federal technology information resources more accessible to local police organizations. Funding and otherwise assisting with acquisition of or access to technology. Operating within a complex society, police organizations must be constantly on the lookout for new threats to public safety and devise ways to counter those threats. Those who endeavor to break the law are constantly adopting new forms of technology.

“To achieve this outcome, resource development practice needs to be well organized and planned as well as integrated into every aspect of the organization. ” (Gilley, 2000, p3) Better law enforcement and crime fighting mean improving public safety, using economic resources wisely, and promoting a fairer and more just society.


A Manual of Organizational Development: The Psychology of Change. Contributors: Clare Huffington – author, Carol Cole – author, Halina Brunning – author. Publisher: Karnac Books. Place of Publication: London. Publication Year: 1997. Page Number: 27.