Know it Now | Page 60 of 73 | Australian Institute of Police Management

How to run a country: crime and policing

Tree tails/M. Hardy

“Crime has been in decline since the mid-1990s, and continued to decline throughout the last [UK] Parliament, confounding two widely held beliefs: (a) that crime increases during a recession and (b) fewer police officers would mean more crime. The burning platform of austerity drove forces to deliver efficiencies, and the Coalition Government’s overhaul of policing bodies led to greater transparency and accountability. The scope and need for further reform is, however, considerable.”

Source: Charlotte Pickles & Elizabeth Crowhurst (2015). Reform and available from this link.

Towards an Index for Harm-Focused Policing

Collins Beach, Manly

“Measuring the effectiveness of the police in reducing harm to communities is often limited to comparing violent crime counts from one year to another, and occasionally separately measuring traffic accidents.”

Source: Ratcliffe, J. (2015). Policing, 9(2), and available for AIPM staff and students from this link.

Older workers: some critical societal and organizational challenges

Coming In on Manly Beach/Flickr

“The purpose of this paper is to examine some societal contemporary challenges that encompass both older workers and organizations likewise. Rather, it focusses especially on those ones related to ageist mindset, myths and misinformation about that cohort of workers.”

Source: Vasconcelos, A.F. (2015). Journal of Management Development, 34(3), and available for AIPM staff and students from this link.

100 years of women in policing: ‘Our culture has changed incredibly’

Coral Tree flower, Collins Beach

“As the NSW police celebrate 100 years of women in policing this year, they are turning their gaze to the few units where women are still excluded.”

Source: Olding, R. (2015, July 18). Sydney Morning Herald and available from this link.

 

Reshaping policing for the public

Manly Beach seagulls/Flickr

“The police service must change further in order to meet the needs of the public within a climate of continuing budget pressures, according to a group of experts from across the policing spectrum. A short discussion document detailing options to be considered in the national debate has been produced through two national events and public consultation through polling and focus groups. This document is intended to encourage the next stage of the debate, with further views sought from the police service, interested parties and the public.”

Source: National Debate Advisory Group, HMIC (2015) and available from this link.

Mediated dialogue: See your way through change

Manly rainbow/Flickr

“Our organizational leadership point of view uncovers how consciously and collaboratively building your organization’s core capabilities to meet change challenges, requires developing the ability to lead the human side of change initiatives AND manage the operationalization of structural changes throughout the organization.”

Source:  McGuire, J., Palus, C. and Quinn, L. (2015), Center for Creative Leadership (CCL) White Paper and available from this link. 

 

APS framework for optimal management structures

Blue Groper at Shelly Beach/Flickr

This guide has been developed by the Australian Public Service Commission (APSC) to assist agencies to implement the APS Framework for optimal management structures (the Framework). The Framework has three parts: PART A outlines the context and benefits of change. It also describes how the Framework was developed. PART B describes the Framework, providing design principles and benchmarks for organisational layers and direct reports. PART C provides guidance to agencies on how to implement the Framework.

Source: Australian Public Service Commission and available from this link.

 

Why Strategy Execution Unravels— and What to Do About It.

Manly Cove/Flickr

“The article discusses how firms can improve their strategy execution by considering several myths about execution as revealed by a multi-year study involving over 250 companies. The authors observe that managers often believe they need to better align strategy with activities, whereas research indicates most firms have no problems with alignment. Other mistakes companies make include strict adherence to plans and budgets when events suggest deviation would be appropriate, and a failure to adequately communicate the firm’s strategy to top managers.”

Source: Sull, D. (2015). Harvard Business Review, 93(3), and available from this link.

Categories: Strategic Planning

Measuring the Benefits of Employee Engagement

Coming in on Manly Beach/Flickr

“It’s well known that employees’ attitudes toward the organization have a significant effect on how they approach their jobs and how they treat customers. But recent research also suggests that high levels of employee engagement are associated with higher rates of profitability growth.”

Source: Kumar, V. & Pansari, A. (2015). MIT Sloan Mnagement Review and available for AIPM staff and students from this link.

 

The next outbreak? We’re not ready

Gum tree at Collins Beach

“In 2014, the world avoided a global outbreak of Ebola, thanks to thousands of selfless health workers — plus, frankly, some very good luck. In hindsight, we know what we should have done better. So, now’s the time, Bill Gates suggests, to put all our good ideas into practice, from scenario planning to vaccine research to health worker training. ”

Source: Gates, B. (2015). TED talk (8:32 minutes) and available from this link.