This study focussed on drafting a framework for Total Quality Management (TQM) for the South African Police Service (SAPS) in the Eastern Cape as a public non-profit organisation where quality of services is fast becoming a key organisational imperative. The early pioneers of Quality laid the foundation for Total Quality Management (TQM). The literature review highlighted that TQM has its origins in the manufacturing industry where it has a proven track record, and that the theory could be purposely adapted use by a specific industry, i.e. SAPS. This study extends the applicability of the TQM theory to the SAPS by using a mixed method approach to gather information by means of interviews and questionnaires. A combination of primary and secondary data was used in determining the Critical Success Factors (CSF). The Primary CSF’s were originally identified as Leadership, Strategic Management, Empowerment of employees, Teamwork, Continuous improvement, Customer satisfaction and Culture. The Secondary factors were identified as Communication, Training, Partnership development, Support structures, Systems and Resources, Systems thinking, Selfassessment, Processes; Elimination of barriers, Adoption of a Prevention approach and Change management. Data was analysed using frequency and other means, as well as correlation analysis. After the data was analysed two CSF’s were discarded, i.e. Training and Elimination of Barriers. The results show support for the applicability of the theory to the SAPS. Critical Success Factors were determined and a framework for implementation specifically for this industry, was presented. The study identified Leadership as the most important primary factor with the ultimate goal of meeting the quality expectations as defined by the customer.

Evaluation of an Early Intervention System at a Law Enforcement Agency. Robert Scott Russell, 2014: Applied Dissertation, Nova Southeastern University, Abraham S. Fischler School of Education. ERIC Descriptors: Computer Software Evaluation, Crime Prevention, Law Enforcement, Police Community Relationship, Program Evaluation. The problem addressed through this program evaluation was that no formal study had been conducted regarding the implementation and effectiveness of the BlueTeam Program (BTP) within the law enforcement agency (LEA) serving as the study site. The BTP is a program that utilizes a computer application to track officer behaviors and alert administrators to potential trends in officer misconduct and complaints against officers. The program evaluation was guided by the process and product segments of Stufflebeam's (2003) content, input, process, and product model. To conduct the evaluation, the researcher used a mixed methods approach for analyzing both qualitative and quantitative data. The perceptions of LEA stakeholders regarding the BTP, such as the sufficiency of staffing, budget, training, and ongoing support for effective implementation, were first collected. Quantitative data, consisting of archived, deidentified indicators of officer misconduct and complaints against officers acquired through the BTP, were then analyzed. Findings of the study were that the BTP was effective in reducing incidents of officer misconduct and complaints against officers and for use in identifying which alerts were valid indicators of misconduct and complaints against officers. The one concern of stakeholders involving the BTP was limited nighttime vision; the recommendation for program improvement is that this shortcoming be addressed to determine possible solutions. Recommendations for future research involve the need for initial determinations, as well as formative evaluations, pertaining to the following three areas: (a) ascertaining the way in which the early intervention system will be used, (b) identifying the indicators of misconduct that will be tracked, and (c) determining the threshold at which the system will issue an alert.

Four research questions guided this documentation and assessment of the Portland Police Bureau's conversion to community policing. These questions generated a description of the events and circumstances that created the perceived need for change in the Bureau's role and function; a search for justification for selecting community policing as an alternative policing approach; a comparative analysis of past attempts to implement innovative change of a similar dimension in police organizations; and an assessment of the process by which the Bureau implemented this new policing strategy. The findings indicate that the prominent factors driving this change are first, the limitations of conventional policing tactics against emerging new patterns of crime and disorder; second, an intensification of public interest in quality-of-life issues; and third, an increase in the numbers of progressive police officers that are influencing change in the traditional police culture. The process by which the Bureau effected changes in its organizational structure and design to accommodate community policing strategies was assessed using theoretical guidelines abstracted from the organizational change literature. This assessment led to a hypothesis that innovative change which is incongruent with organizational traditions and culture must be implemented organization-wide, in an "all-or-none" fashion, to maximize the probability that the change will become institutionalized. The Bureau's inadvertent adherence to most of the guidelines suggests that a pattern may exist to guide the implementation of innovative organizational change. It was also found that the traditional bureaucratic policing structure has been relaxed, but remains quasi-bureaucratic in character, as a function of retaining the traditional military rank structure.

The research problem that was investigated in this study was to identify, explore and confirm the problems and management obstacles encountered with the change process in the South African Police Service (SAPS) from the time when South Africa became a democracy in 1994. Although national legislation and SAPS policies and directives that encourage change in the SAPS indicated the movement towards change to implement transformation, it is questionable in what way these principles of transformation are successfully implemented, what the significance and implications of these legislation and directives are, and also the effect they have on transformation in the SAPS. Data was collected from questionnaires, a literature study, focus group interviews and interviews. Structured questionnaires concerning transformation in the SAPS were designed and distributed to 39 station commissioners in the Pretoria and Soweto policing areas. Furthermore, a literature study including material such as official SAPS documents, media and newspaper reports, library sources and national legislation regarding change has been presented. Data was also collected from non-commissioned officials who participated in four focus groups interviews, and four semi-structured interviews were conducted individually with four station commissioners in the Pretoria and Soweto policing areas. International best practices have also been consulted. The research conducted indicated that although progress has been made with transformation in the SAPS a breach exists between national legislation, SAPS policies and directives and the implementation thereof, which have an impeding influence on the transformation process in the SAPS. It is clear that internal communication is an essential and dynamic instrument in the SAPS, however, communication of the transformation process does not have the impact at ground level that it is supposed to have. It is also clear that members at ground level lack knowledge of the transformation process in the SAPS and the implementation thereof. In addition, conveying the sense of urgency to members at ground level need attention and must be communicated clearly and timeously. Training and development at the lower hierarchical levels of the SAPS also need priority to enhance service delivery, public relations, the morale and conduct of members. A high number of members also need to be motivated during transformation and their readiness towards the process has to be addressed to adapt to the changes. Reasons for resisting transformation in the SAPS need urgent attention as well because this has a negative effect on the daily functioning of members. The recommendations drawn from the conclusions made in this study may provide a number of solutions that can be implemented in the SAPS to reduce the obstacles impeding the transformation process in the SAPS to enhance and improve transformation in this organisation. / Criminal Justice / M. Tech. (Criminal Justice)

The study on "Evaluation of personnel management capabilities of the Federal Police of Ethiopia in Addis Ababa” had the following research questions: How is the Federal Police in Ethiopia Structured? What are the international standards for personnel management capabilities? What is the current personnel management capability in the Federal Police? How should shortcomings in personnel management capabilities of the Federal Police be addressed? In the study, an empirical research design and qualitative research approach were adopted. The data collection methods were: literature, documents and interviews. The data was analyzed by four-step Data Analysis Spiral TechniquesThe primary Findings are: International standards for personnel management capabilities should be set and certified by authorized bodies. The personnel management capability of the Federal Police of Ethiopia was characterized by incompetence. The Main Recommendations are: Further research should be conducted on the personnel management capability of the Federal police of Ethiopia. An authorized body should set standards and certify personnel managers' capabilities of the Federal Police of Ethiopia. / Police Practice / M. Tech. (Human Resource Management of Policing)

According to Seble (2003:15), in the early stages of human existence, that is to say, in primitive society, the head of the family was a woman, who took on every family responsibility and duty. However, this role of leadership did not last long. With the division of society into classes and the emergence of the state, women were degraded to a lower societal position. Women, starting from this time, were in one way or another forced to assume a dual burden. This burden emanated from the social and marital systems. The emergence of the state and the development of religion can be cited as major causes of the inferior status of women. Religious conceptions of the inferiority of women extended to Christian and Muslim teaching that God created woman from a split of the bone of man to serve man. Biblical excerpts from Genesis 1 and 2 state that: In the beginning God created the heavens and the earth … So God created man in his own image ... and the rib which the Lord God had taken from man He made into a woman. [Eve ate the fruit of tree of knowledge, expressly forbidden by God. God told Eve] “I will greatly multiply your sorrow and your conception; In pain you shall bring forth children; Your desire shall be for your husband, And he shall rule over you” (Genesis 1. 1, 27; Genesis 2. 22, 16). / Police Practice / M. Tech. (Policing)

By conducting sound research to understand the concepts surrounding rioting and efficient riot response tactics, professionals, especially whose main job is to ensure the tranquility in the society, will be better prepared to deal with all kinds of civil movements. The purpose of this study, consequently, is to meet the growing need for educational materials in this area and to provide riot response case studies, which demonstrate the numerous administrative challenges faced by law enforcement decision makers. In this study, seven major riots from throughout the United States are discussed including the Hay Market Riot of 1886, the Watts Riot of 1965, and Los Angeles Riots of 1992. Each riot case is studied in five different and independent stages: the setting and pre-disturbance situation, basic causes of the event, the disturbance situation, the response to the riot, and the aftermath of the incident. The study of all of these stages is intended to help police administrators acquire a general perspective on collective violence, and help them prevent future occurrences in their jurisdictions. In this thesis a special reference is given to the deficiencies of American riot policing and some recommendations were formed accordingly. Therefore, the study concludes with a list of general recommendations, which are crucially important for concerned officials to pay attention before, during, and after a riot.

Conflict of interest allegations became a prominent part of the political and public sector in the 1980s and 1990s in Australia and elsewhere. The arena of policing was not immune, and in Victoria, the Ombudsman drew particular attention to the problem and expressed concern about the rise in public complaints relating to alleged conflicts of interest on the part of police officers. Against this background, permission was granted by Victoria Police for a major study of conflict of interest complaints against police officers within their jurisdiction. Access was granted to all public complaint case files where conflict of interest was the focus of the allegations, from the period 1988???1998. A total of 377 usable complaints files were examined, involving 539 police officers. Through extensive examination and analysis of these complaint case files, a comprehensive map of the particular kinds of interest involved, the nature of the conflicts with official police duties, and the particular contexts within which conflicts of interest emerged, was developed. Analysis of the case files identified 25 different types of problems related to conflict of interest. These were spread across the private and public realms of police officers??? involvements. Previous studies of conflict of interest have focused largely on the opportunities for misconduct arising in the public realm of police work and police duty, largely neglecting attention to the private realm of the relationships and involvements of a police officer that give rise to conflicts of interest. In this study, the specific private interests that gave rise to problems were able to be identified in 35 percent of all cases. Three broad problem areas were identified: (i) outside employment, private business interests, political, social, and sporting interests and involvements; (ii) family-based involvements, especially those involving family law problems; and (iii) problematic personal relationships, including relationships with criminals, informers, and persons of ill repute. These conflicts of interest were related to a range of breaches of official police duty, including the misuse of police authority for personal or family benefit, the use of police position to facilitate personal relationships, and inappropriate disclosure of confidential police information. When the conflict of interest identified related specifically to a police officer???s official or public role as a member of the police force, the main types of misconduct identified included three broad areas: (i) the use and abuse of police powers and authority; (ii) the use and abuse of police resources, including information; and (iii) the receipt of gratuities and breaches of the law. These problems were shown to play out in a range of ways, encompassing such behaviours as misuse of the police identity, inappropriate accessing of police information, involvement in investigations where the police officer concerned has a personal interest in the matter, failing to take appropriate police action against friends, family, or associates, the exercise of improper influence in civil matters, and engagement in harassment and discrimination. This study offers some important conceptual developments in relation to the notion of conflict of interest, focusing on the importance of the distinction between a conflict of interest and an associated breach of duty. The study noted that it is often erroneously assumed by police that if there is no breach of duty evidenced, then there is no problem of conflict of interest. The study also offers an important insight into the oversight and accountability processes involved in Victoria Police, emphasising the importance and effectiveness of the oversight role of the office of the Victorian Ombudsman. Evidence also suggests that the internal review processes within Victoria Police are by-and-large stringent, and that senior police management are genuinely interested in making police officers more accountable for their actions. However, it is concluded that both front-line operational police officer and police management often have a limited understanding of conflict of interest, and problems attendant to conflicts of interest. The study???s insights into the problem of conflict of interest are significant insofar as this problem is related to police misconduct???ranging from minor to serious???of various kinds. Attention to the problem of conflict of interest may be an important element in preventing ???upstream??? police misconduct and corruption.

Abstract The research model was evaluated police who use Knowledge of the Ministry of the Interior National Police Administration Police Intranet system. The survey data collected from 349 users. Then, TAM model was applied to conduct data analysis. The result supports our hypotheses and shows that female police perceived more bureaucracy than male. Female has more welling to use the system than male. The ages less than 35 years old are easier to learn how to use the system than age above 51. Hypotheses result shows that organizational culture has positive and significant influence on perceived useful, perceived easy of use, behavior intention, and performance. About organizational culture, police at high school education levels are more think their style is performance oriented than master education levels. Sum up, Knowledge of the Ministry of the Interior National Police Administration Police Intranet system is useful and helpful for the police.

published_or_final_version / Public Administration / Master / Master of Public Administration