Juhtimise olulisust organisatsioonide toimetulekus vaidlustavad ilmselt need, kelle kujutlus organisatsioonist, tegevuskeskkonnast ja nendevahelistest suhetest on … nagu on. Siiski, võib leida hulgaliselt organisatsioone avalikus sektoris, sh politseiorganisatsioone, kus teadmisi juhtimisest alahinnatakse või ei peeta millekski. Miks muidu võib kohata pika staažiga politseijuhte, kes ei valda elementaarset organisatsioone puudutavat terminoloogiat ning eelistavad agraarreoorikat (n-ö põllutöölised jt töötajad).

Siinviidatud vabalevis olev tekst leidis koha peamiselt põhjusel, et analüüsib juhtimist huvitavatest perspektiividest ning ei esita normatiivseid nõudmisi sellele, kuidas politseitööd tuleb teha. Tekst võiks erilist huvi pakkuda politseinikele, poliitikakujundajatele ja politseiharidusega puudumuses olijatele.

Kontekstiks:

Research on policing has traditionally focused mostly on two types of levers. The first is police resources, more of which seem to reduce crime, particularly violent crime, and to simultaneously reduce arrests for serious crimes. […] The second lever is policing strategies or policies, historically focused mostly on crime control but increasingly also on accountability, transparency, fairness, and legitimacy.

Autorid fokuseerivad:

This paper explores a third lever that has been under-appreciated in both the scholarly literature and public discussion on policing: not what departments aim to do—or the resources available to them—but how they do it, which we refer to interchangeably as ‘management quality’ or ‘implementation quality.’

Juhtimise olulisusest:

The importance of management in the private sector raises the natural hypothesis that management might be important for the public sector as well—including policing. By police management we mean not just whether leaders follow best practices like collecting data to inform, evaluate, and adjust decisions. The role of police management runs deeper.

Vihjed lugemishuvi suurendamiseks:

Our analysis suggests that the influence of management practices could be quite large in practice. For example, we present evidence of the impacts of a set of management changes in Chicago police districts with a first-year cost of around $2 million, including start-up costs related to new technologies designed to facilitate policy planning and implementation monitoring. […] This analysis takes the objectives of current police departments as fixed, set by the democratic processes operating in each city (as imperfect as they may be) without a normative view as to what the objectives of policing should be.

Igapäevapraktikaid jälgides võib jõuda järeldusele, et juhtimine on juhtimine kogu aeg ühtmoodi … EI ole teada, kui viljakas selline mõttekäi on organisatsiooni eesmärkide poole liikumisel:

However, if society’s goals for policing change, then poor implementation and management could become a key barrier to the successful adoption of those changes and a force for preserving the status quo. The value of understanding the role of management quality, and how to change it, transcends the specific normative views any individual person or jurisdiction has for policing.

Kapustin, M., Neumann, T., & Ludwig, J. (2022). Policing and Management (No. w29851). National Bureau of Economic Research.