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  • Wycoff, M. A., Et. Al. - The Dallas Experience: Organizational Reform

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    PoliceFoundation
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    This first volume of the report analyzes the history of the projects; the practical problems in the planning, initiation and maintenance of the projects; the emergence of powerful resistance to the overall plan and the resulting conflicts; and the impact of these conflicts on the attainment of the goals of the project. The second volume of the report describes the formal empirical evaluation and prevents the findings. In addition to monitoring the history of the process of change, the evaluation design included panel surveys of Dallas Police Department personnel in 1973 and 1976 to determine workforce and attitudinal changes over time, and the use of personal record information to determine behavioral changes. Although the original plan was to observe police officers as a primary method of noting behavioral changes over time. The data were used to measure four goals: to recruit, retain, and promote officers different from those already in department, to increase officer satisfactions, to increase importance of human relations and public service functions, and to increase professionalism. Although the educational level of recruits and police officers rose considerably, and the absolute number of women increased significantly, few attitudinal changes took place over time. Behavior appears not to have changes during the three-year period. The conclusion of each volume discusses the problems inherent in major efforts at organizational overhaul and what was learned in this particular attempt.

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    This first volume of the report analyzes the history of the projects; the practical problems in the planning, initiation and maintenance of the projects; the emergence of powerful resistance to the overall plan and the resulting conflicts; and the impact of these conflicts on the attainment of the goals of the project. The second volume of the report describes the formal empirical evaluation and prevents the findings. In addition to monitoring the history of the process of change, the evaluation design included panel surveys of Dallas Police Department personnel in 1973 and 1976 to determine workforce and attitudinal changes over time, and the use of personal record information to determine behavioral changes. Although the original plan was to observe police officers as a primary method of noting behavioral changes over time. The data were used to measure four goals: to recruit, retain, and promote officers different from those already in department, to increase officer satisfactions, to increase importance of human relations and public service functions, and to increase professionalism. Although the educational level of recruits and police officers rose considerably, and the absolute number of women increased significantly, few attitudinal changes took place over time. Behavior appears not to have changes during the three-year period. The conclusion of each volume discusses the problems inherent in major efforts at organizational overhaul and what was learned in this particular attempt.

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    491 views244 pages

    Wycoff, M. A., Et. Al. - The Dallas Experience: Organizational Reform

    Uploaded by

    PoliceFoundation
    This first volume of the report analyzes the history of the projects; the practical problems in the planning, initiation and maintenance of the projects; the emergence of powerful resistance to the overall plan and the resulting conflicts; and the impact of these conflicts on the attainment of the goals of the project. The second volume of the report describes the formal empirical evaluation and prevents the findings. In addition to monitoring the history of the process of change, the evaluation design included panel surveys of Dallas Police Department personnel in 1973 and 1976 to determine workforce and attitudinal changes over time, and the use of personal record information to determine behavioral changes. Although the original plan was to observe police officers as a primary method of noting behavioral changes over time. The data were used to measure four goals: to recruit, retain, and promote officers different from those already in department, to increase officer satisfactions, to increase importance of human relations and public service functions, and to increase professionalism. Although the educational level of recruits and police officers rose considerably, and the absolute number of women increased significantly, few attitudinal changes took place over time. Behavior appears not to have changes during the three-year period. The conclusion of each volume discusses the problems inherent in major efforts at organizational overhaul and what was learned in this particular attempt.

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    THE DALLAS EXPERIENCE ORGANIZATIONAL REFORM BY Mary ANN WycOFF GEORGE L. KELLING POLICE FOUNDATION The Police foundation i 4 piatly landed epee, none Somendaos of ths eputare hose 3 the uth and na acess opel he Foandaton he Doce Unprine fee fe mi on the Corman, Prema F CONTENTS Foreword Preface Note on Evaluation Acknowledgments Prologue Executive Summary Chronology Introduction 1. The Context for Change 2 The Process of Change 3° Conclusion References About the Authors Evaluation Staff 3 58 a ow a9 90 4 I FOREWORD In 1971 the Dalla Police Department, in association with the Police Foundation, began 2 human resource development program intended to produce vast organizational change and personnel enhancement, Reloimation and acceptance of innovative ideas and programs are not easly attained in sry type of organiration Such changes within our police department proved 0 be pa ticularly dificu. Law enforcement, by nature, exits in a climate of caution; the volume and extent of the proposed changes were overwheliing to many members of the depart rent AL the time, department administrators believed that temphsis on human resource developmen was the key to ‘operational improvement, attainment of goals, and professionalism Tor the department. Plans were made to up: grade minority recruitment practices, ater entrance Fequitements, improve personnel management systems and training programs, and decentraize major departmental lune Some ofthe proposed programs were unsuccessful. Others ‘worked very well and continue to improve the operation of the Dallas Police Department. ‘The ‘concepts of decentalzed ‘eighbothood stations and yeneralist/specalist tear palcing never made it off the drawing board. proving the status of

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