Contemporary Police Management in James Wilson’s "Bureaucracy" James Wilson, in his book Bureaucracy, explores the operations of government agencies with a particular focus on the factors that define them, and render them less efficient, than similar organizations in the private sector. This paper will discuss the constraints identified by Wilson as impacting bureaucratic behaviour, examine the effects of these constraints, and show how these constraints relate to contemporary police management. It may be argued that the key objective of Wilson’s text is to dispel the myths and popular misconceptions that arise with regard to bureaucracies. For example, Wilson notes that bureaucracies are not confined to government, and that large...The end:
..... bureaucracy. Thus, Wilson suggests, modern day police departments are torn between those managers who believe law enforcement (with measurable statistics and less risk of complaints) should be the primary objective, and those who believe order maintenance or community service (less easily measurable with more risk of complaints) should be the key objective (Wilson 2000, pp.167-71). In this analysis, Wilson’s text and his description of the effects of the constraints that define government bureaucracies are clearly directly relevant to our understanding of the contradictions and challenges impacting modern day police management. References Wilson, J. (2000). Bureaucracy: What government agencies do and why they do it. New York: Basic Books.