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New management techniques and restructuring for accountability in Australian police organisations

New management techniques and restructuring for accountability in Australian police organisations
New management techniques and restructuring for accountability in Australian police organisations
This paper examines the implementation of new management techniques in Australian police services since the late 1980s, within an international context of demands for greater public sector efficiencies and accountability. Through an examination of police organisations in Queensland and New South Wales, the paper demonstrates that the impetus for organisational change, particularly in the context of employment practices has largely been driven by revelations of entrenched corruption and police misconduct. As a result, organisational goals of accountability and cultural change have been the critical influences on the restructuring agenda. The paper argues that management strategies should be suited to the specific organisational settings within which they are being applied. It suggests that the process of restructuring and the emphasis on changing employment practices have led to greater potential for conflict between management and police officers.
accountability, Australia, restructuring, corporate culture, strategic management, police, public sector
1363-951X
154-168
Fleming, Jenny
61449384-ccab-40b3-b494-0852c956ca19
Lafferty, George
cbae418b-1b7c-4dbb-b9ec-a088ff5511de
Fleming, Jenny
61449384-ccab-40b3-b494-0852c956ca19
Lafferty, George
cbae418b-1b7c-4dbb-b9ec-a088ff5511de

Fleming, Jenny and Lafferty, George (2000) New management techniques and restructuring for accountability in Australian police organisations. Policing: An International Journal of Police Strategies & Management, 23 (2), 154-168. (doi:10.1108/13639510010333705).

Record type: Article

Abstract

This paper examines the implementation of new management techniques in Australian police services since the late 1980s, within an international context of demands for greater public sector efficiencies and accountability. Through an examination of police organisations in Queensland and New South Wales, the paper demonstrates that the impetus for organisational change, particularly in the context of employment practices has largely been driven by revelations of entrenched corruption and police misconduct. As a result, organisational goals of accountability and cultural change have been the critical influences on the restructuring agenda. The paper argues that management strategies should be suited to the specific organisational settings within which they are being applied. It suggests that the process of restructuring and the emphasis on changing employment practices have led to greater potential for conflict between management and police officers.

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More information

Published date: 2000
Keywords: accountability, Australia, restructuring, corporate culture, strategic management, police, public sector
Organisations: Faculty of Social, Human and Mathematical Sciences

Identifiers

Local EPrints ID: 370788
URI: http://eprints.soton.ac.uk/id/eprint/370788
ISSN: 1363-951X
PURE UUID: c82c39ea-0e2d-4f88-9855-fb3a0c9dcb7e
ORCID for Jenny Fleming: ORCID iD orcid.org/0000-0002-7913-3345

Catalogue record

Date deposited: 06 Nov 2014 12:31
Last modified: 03 Dec 2019 01:39

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Contributors

Author: Jenny Fleming ORCID iD
Author: George Lafferty

University divisions

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