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Model upravljanja policijskom organizacijom koji je zasnovan na učinku i koji se u ovom radu predlaže obuhvata sledeće faze: (1) identifikaciju faktora učinka, (2) indikaciju učinka, (3) identifikaciju izvora podataka oučinku i određivanje uzorka, (4) identifikaciju načina merenja učinka, (5) identifikaciju rezultata merenja učinka, (6) poređenje učinka istovrsnih organizacionih celina, (7) praćenje učinka, (8) identifikaciju upravljačkih mera usmerenih na poboljšanje učinka, (9) utvrđivanje metodologije za merenje učinka, (10) utvrđivanje metodologije za praćenje učinka i (11) utvrđivanje metodologije izveštavanja o učinku. Ključna među njima je faza (8) identifikacija upravljačkih mera usmerenih na poboljšanje učinka, odnosno model učinka. Sam učinak je funkcija: (1) performansi, (2) kompetencija, (3) motivacije i (4) koordinacije sa drugim subjektima (područne funkcije upravljanja učinkom), čije poslovanje je od značaja za efektivnost i efikasnost pojedinaca i organizacija. Model upravljanja na bazi učinka obuhvata šest funkcija, koje povezuju aktivnosti policije sa njenom svrhom. To su: (1) definisanje misije i željenih ishoda, (2) utvrđivanje standarda o učinku, (3) identifikovanje i prikupljanje indikatora o učinku, (4) povezivanje učinka sa budžetom, (5) strukturiranje odgovornosti i (6) izveštavanje o učinku (procesne funkcije upravljanja učinkom). Dakle, predloženim modelom upravljanja policijskom organizacijom na bazi učinka, rukovodioci treba da utiču na navedene funkcije, tako što će na svaki od navedenih faktora uticati praktikovanjem šest navedenih procesnih funkcija upravljanja učinkom. Performance management is burdened by numerous problems caused by contradictions concerning the need for better results in the form of outputs and outcomes, on the one hand and the rationalization of operations, on the other hand. In such circumstances, there are rigging the results of police work (eg. percentage of solved crimes with unknown perpetrator), which police respond to increased expectations from it, in terms of limiting the intensive resources that she made available. This phenomenon requires a turnover from the populist (eg. “The fight against crime and corruption”) to a sincere approach, which the police organization declares and practice their own social roles (eg. “Serve and protect”), as expressed by its mission and achievement of outputs and outcomes that are consistent with it. Such a qualitative turning point in the management and functioning of police organizations is complementary and corrective to the quantitative approach, thereby contributing to the development of the police profession. The police organization management model that agrees with this and such demands of work and the results that they are achieving the cooperative management style. The management model of police organization which is based on performance and that this work proposed includes the following phases: (1) identification of performance factors, (2) indication of performance, (3) identification of the source of data on the performance and determination of sample, (4) identification of performance measurement modes, (5) identification of performance measurement results, (6) comparison of the effect same kind of organizational units, (7) performance monitoring, (8) identification of management measures aimed at improving performance, (9) establishing of methodology for performance measurement, (10) establishing of methodology for performance monitoring and (11) establishing of methodology for performance reporting. Key among them is the phase 8. The performance is function of: (1) capabilities, (2) competences, (3) motivation and (4) coordination with other subjects, whose operations is of importance to the effectiveness and efficiency, as branch functions of performance management. The management model based on the performance includes six elements, which link the activities of the police with its purpose. Those are: (1) defining the mission and desirable outcomes, (2) setting standards on the performance, (3) identification and collection Koncept upravljanja učinkom u policijskoj organizaciji 17 of performance indicators, (4) connecting performance with the budget, (5) allocation of responsibilities and (6) performance reporting, as process functions of performance management. Thus, the proposed management model of police organization based on the performance should influence the capabilities, competence, motivation and coordination, by each of the above factors affect the process that includes six performance management process functions. Applying of this conclusion is possible in the programs of study оf parent institution dedicated to the education of staff for the police and related agencies, and programs for professional training of police officers. On the other hand, the directions of future research in the field of police on the basis of the impact relating to the identification of key performance indicators, time and its factors, as well as in determination of methodology of their measurement and monitoring, aimed at its improvement. |
