Note
Caption title.
"July 1993"--Page 1.
"This is one in a series of reports originally developed with some of the leading figures in American policing during their periodic meetings at Harvard University's John F. Kennedy School of Government. The reports are published so that Americans interested in the improvement and the future of policing can share in the information and perspectives that were part of extensive debates at the School's Executive Session on Policing (1985-1991)."--Page 1.
"NCJ 141236"--Page 11.
Summary
"The current generation of police leadership, tuned to changes in American society, technology, and economics, is revising the strategy of municipal policing. Whether identified as community or problem-oriented policing, the current changes represent nothing less than a strategic shift in the basic "business" of policing. For police executives, three sources of resistance seem to be foremost in their minds and conversations: unions, detectives, and mid-management. This paper will deal with mid-management. The idea that mid-managers are spoilers, that they thwart project or strategic innovation, has some basis in fact. Mid-managers improperly directed can significantly impede innovation. Yet, ample evidence exists that when a clear vision of the business of the organization-its purpose or objective-is put forward, when mid-managers are included in planning, when their legitimate self-interests are acknowledged, and when they are properly trained, mid-managers can be the leading edge of innovation and creativity."--Pages 1 and 11.