Strategic management in the police force's organizational culture

Abstract

This paper examines which economically oriented methods and approaches to strategic management may be found in the police's organizational culture, which is often disconnected from economic knowledge. In addition, the economic question of how far strategic considerations and strategic management expertise are currently embedded in the police's organizational culture and incorporated into their decision-making processes is addressed. The focus of the research is on the decision-making processes around the acquisition of a single police resource. This is a piece of a larger strategic decision that must be taken in principle and is based on the author's earlier risk assessment of a police resource. An detailed literature review is undertaken for this aim, which is confined to only the most recent literature sources. In addition, existing sources that communicate internal German police opinions are consulted. Given the difficulty of such a task, four responses to parliamentary questions from German interior ministries, as well as the experiences of European police forces on the subject, were employed. In this context, it is worth noting that the police and its members are dealing with a rising proclivity for violence, as well as a loss of reputation from segments of the populace who are becoming increasingly critical across borders. The author finds that strategic management is not yet fully entrenched in the police force, but it is on the rise, based on his research. As the essay will demonstrate, the previously asked scientific question can therefore only be answered in a contradictory manner.