• An investigation into experimentation as a means to encourage a police service to work more effectively

      Bailey, Nicholas (University of Chester, 2013-06)
      The research to be considered is an investigation into experimentation as a means to encourage a police service to work more effectively. The research aims in more details are: • To understand contemporary literature on ‘police learning methods’. • To understand contemporary literature on ‘delivering effective policing and improvement’. • To investigate the current approach to experimentation in Cheshire Police. • To analyse the impact of experiments in developing police practice. • To draw conclusions around the factors which act as contributors or blockers to successful experiments in policing practice. This qualitative phenomenological analysis of experimentation seeks to review a sample of case studies within Cheshire Police. Taking the learning from the limited literature around experimentation in policing the research seeks to analyse the impact that learning and recognised success factors and barriers and blockers have on the ability of the organisation to develop operational effectiveness. The research demonstrates evidence of learning and an understanding of the success factors and blockers and barriers, but draws the conclusion that often there is no evidence of improved operational effectiveness. The evidence shows improved effectiveness in management understanding and at a time of recognised austerity, an ability to effect structure change. However the focus to achieve operational delivery of ‘what works’, Neyroud (2011), still requires greater focus in experimentation within the organisation.
    • What barriers are perceived to be preventers in a serviced based organisation realising business process management?

      Black, Kate; Artell, Victoria J. (University of Chester, 2013-06)
      The focus of this research is to consider what key factors can reduce the effectiveness of Business Process Management (BPM) within a service based organisation, more specifically within Organisation X. In order to benefit from the potential advantages of BPM, Organisation X needs to identify the challenges which are perceived by internal stakeholders which may hinder BPM within the business environment. Using a case study approach, the Delphi method was employed as a way to identify and rank the perceived barriers within Organisation X. Twenty-five different barriers were identified, six of which were deemed to have the greatest impact on BPM within Organisation X. Leadership was identified as the greatest barrier followed by Communication, Value of processes, Accountability, Motivation and finally, Culture. Although the barriers identified from the findings are broad topics within business literature as a whole, they should be considered in the context of BPM as well as within the wider organisational context. It is suggested that Organisation X continues to migrate from a traditional, functional, siloed based environment to a process driven environment. The list of barriers identified within the research gives Organisation X a starting point in which to focus their initial efforts of introducing BPM. However, it is important to consider the interdependencies that exist between barriers and the context descriptions provided by the participants.