Abstract
Throughout the 20th century, police reform efforts have almost universally focused on changing employee behavior. Historically, studies of the human dynamics of organizations offer compelling evidence that organizational structure is a major determinant of employee behavior. Previous attempts to introduce innovative change in police organizations have failed to endure primarily because it has not been well understood by police executives that supportive structural changes are essential to institutionalizing behavioral change. Suggestions are given for the types of behavior-shaping structural changes that will maximize the probability of institutionalizing community policing as an integral part of routine police management and operations.
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