Organizational change and decision making in the New York city police department: a case study

Abstract

The New York City Police Department has received an extraordinary amount of attention in recent years. This article addresses the nature of changing informational bases and departmental decision-making processes, particularly in terms of their interaction with recent managerial and strategic changes. This study's methodology of interviews, analysis of documents and participant observations yields findings which suggest that a revolution has occurred in the nature of decision-making in the New York City Police Department.