Management systems and processes play three important roles in an organization’s efforts to institutionalize effective management practices. First, management systems and processes can facilitate implementation by removing barriers to change that would otherwise hinder implementation. Second, management systems can ensure that the information needed to support sound decision making is readily available. Finally, management systems and processes can impose a discipline on operations that support the implementation of effective practices.
Uses research on what works best in reducing crime to structure management systems and processes to support crime reduction initiatives.
Uses research on what community policing approaches work best to structure management systems and processes to support community policing initiatives.
Ensures that management systems and processes support the development of community partnerships and facilitate efforts to maintain these parterships over time.
Considers the role operational planning can play in ensuring consistency throughout a police department, facilitating manager efforts to tailor services to address community needs, and supporting the use of information to drive decision making.
Uses historical information on workload to provide patrol managers and supervisors with the tools they need to strengthen the management of patrol operations.
Provides tools for tracking overtime usage by purpose and for determining how overtime can be used to strategically reduce costs.
Provides assistance in developing and using quality improvement checklists as tools for reducing errors and improving local government performance.
Provides assistance in using employee surveys as tools for supporting local government improvement efforts.
Establishes the management systems and processes needed to support the development and maintenance of an effective work force.
Considers the role performance measures play in supporting ongoing efforts to improve performance and establishes the systems and processes needed to support performance management.
Considers how both informal networks, formal policies and practices, and technology can be used to foster needed collaboration among units.
