Vabalevis olev tekst, mida oleks magistriõppes tudengitel hea arutada. See, et kusagil politsei rakendatakse ja arutletakse politseistrateegiate üle niisuguses detailsuses, on ise suur väärtus ja räägib nii mõndagi keskmise taseme kohta. Kuid, et jõutakse organisatsiooni tasandil kriitilise analüüsini, seda juhtub erakordselt harva. Norra politsei on siin harvaesinev näide, kuidas ilma suurema kärata, erinevatest kliki- ja klanniliikumistest hoidudes, tegeletakse politsei arendamisega väga tõsiselt.

Kontekstiks:

In 2014, the Norwegian Police introduced its intelligence doctrine, which involved the digitalization of police work and separated knowledge management processes into different functions in the organization, in order to achieve more top-down control of police practice (Police Directorate, 2018).

Inimeste juhtimise praktikatest … (mis need veel on!? :))

Standardization and digitalization do not necessarily lead to employees having less control of work processes, but this can happen, depending on the style of human resource management and institutional logic.

See tekst Holmbergi tsitaadiga on vabalevis:

Holmberg (2019: 210) describes continuity and changes in Scandinavian police reforms thus: “All three reforms contain elements of new public management such as the use of key performance indicators and management by results”.

Taylorismi (taas)tulek:

Over many years, the scientification of police work has aimed for improvements, via technological tools and standardization

Lugemishuvi suurendamiseks:

The aim of standardization and intelligence-led policing is to create efficient work processes and better policing, by introducing vertical steering mechanisms and control of the front line to make their performance more accountable. This means the police are militarized: there is more secrecy and intelligence-gathering, and a high policing style of working.

Gundhus, H. O., Talberg, N., & Wathne, C. T. (2021). From discretion to standardization: Digitalization of the police organization. International Journal of Police Science & Management. https://doi.org/10.1177/14613557211036554