Knowledge Management In Policing

Police oversight agencies are citizens' watchdog organizations designed to ensure that the police are operating with integrity and accountability. Integrity is defined as the quality of being honest and morally upright. Accountability refers to situations in which someone is required or expected to justify actions or decisions. Based on integrity and accountability challenges in police forces all over the world, this book discusses the roles and methods of police oversight agencies. Knowledge management in police oversight is presented by identifying knowledge categories and knowledge management systems. A model for police oversight performance is developed in the book, and the model is applied to an oversight agency as a case study.

This book presents research and trends in using knowledge management to aid police activities. Ideas are presented to bring knowledge to bear in law enforcement, and prepare police officers for a more knowledge-intensive field.

This unique book sets out the conceptual framework for knowledge management and explains how a greater understanding of the subject can help policing at an operational level. It covers the foundations of knowledge management and the key security issues in relation to a 'globalised' world of crime and terrorism, it looks at the building of structures and the use of applications, and it provides illustrative examples of working applications of police-specific knowledge management systems.

Police Leadership as Practice applies a leadership-as-practice approach (emphasising leader-employee relationships) to law enforcement. This book provides a progressive and collaborative leadership text for students of law enforcement, as well as insights into leadership dynamics in all organisations for students and researchers of business and management. The police leadership-as-practice perspective provides a holistic understanding of leadership in the police, identifying factors that inhibit and promote learning. It refers to four main components as dynamic and continuously evolving processes: Strategies: social mission and organisation, along with strategies as practice Community: organisational and police culture, identity and belonging, community of practice and competencies Participation: sense-making and discretion; power and politics Activities: learning as practice, change and change management as practice Practical and enriched with case studies, examples and best practice, the textbook is also rigorously research based. Authored by a professor of business and management with specialist knowledge in police leadership, it brings the cutting edge of leadership thinking to the practicalities of policing. It is essential reading for those engaged with policing, leadership roles, and management.

Built on a foundation of nearly 1,200 references, Leadership and Management in Police Organizations is a highly readable text that shows how organizational theory and behavior can be applied to improve the operations, leadership, and management of law enforcement. Author Matthew J. Giblin emphasizes leadership and management as separate skills in successful police supervisors and executives, illustrating to students how the two skills combine to improve individual and organizational efficacy in policing. Readers will come away with a stronger understanding of why organizational decisions matter and the impact research can have on police departments.

This volume presents the new contexts and challenges for contemporary police leaders and managers in the changing landscapes of policing. The governance of contemporary police organisations requires leaders and managers, even at the local level, to work in and understand complex social, political and organisational environments. The wide range of topics in this collection explores what is changing, what is known about the impact of these changes and what leaders and managers now need to be able to do or anticipate as a consequence. Operational policing is no longer the militaristic singular activity it once was, but embraces new models of 'partnership' and 'community' to manage crime and disorder. Equally, while command and control models are still an essential of many aspects of policing, managing police officers and staff increasingly depends on their professional development and encouraging enthusiasm and innovation. Policing takes place under conditions of intense scrutiny from the media and from the community; and crime and disorder is the subject of much political debate. Each of these broad areas are addressed and present a surprising range of perspectives. The volume is aimed at every level of management and leadership in policing, researchers of policing and students of police management and leadership.