Transforming robocops? A case study of police organisational change

Abstract

This paper examines the nature of organisational change in police agencies. It does this by exploring the transformation process currently underway in the Public Order Police unit in Durban, as a case study. The paper argues that mechanical change in police behaviour is not difficult to achieve. However, this behavioural change is generally not accompanied by more fundamental changes in the basic assumptions that police hold about their work and their environment. As a result, change in behaviour is highly dependent on immediate circumstances, and the extent of supervision and guidance provided to members of the police. A diverse set of indicators is used to expound the argument assembled from both quantitative and qualitative research.