| Description |
1 online resource (292 pages) |
| Contents |
Power, Knowledge and Domination; Copyright; Acknowledgements; Dedication; Table of Contents; List of Tables; List of Figures; List of Appendices; PART I; Chapter 1: Introduction; Chapter 2: Histories of the NSW Police Service; 2.1 Colonial Beginnings 1788-1861; 2.2 Consolidation of Police Power 1862-1959; 2.3 Police Rationality 1960-1979; 2.4 Change That Resulted in More of the Same1980-1995; 2.5 Conclusion; Chapter 3: 1996 Royal Commission into Police Corruption in the New South Wales Police Service; 3.1 Forms of Corruption Discovered in the Service; 3.1.1 Process corruption |
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3.1.2 Gratuities and improper associations3.1.3 Substance abuse; 3.1.4 Fraudulent practices; 3.1.5 Assault and abuse of police powers; 3.1.6 Prosecutions -- compromise or favourable treatment; 3.1.7 Theft and extortion; 3.1.8 Protection of drug trade, vice and gaming operators; 3.1.9 Drug trafficking; 3.1.10 Interference with internal investigations and the code of silence; 3.1.11 Corruption Case Studies; 3.2 Entrenched and Systematic Corruption; 3.2.1 The Criminal Investigations Bureau tradition and the elitism of detectives; 3.2.2 The code of silence |
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3.2.3 Protecting the reputation of the Service3.2.4 Other Structural Factors; 3.2.5 Command Accountability, Effective Leadership and Supervision; 3.3 The Commission's Assessment of the Overall Problem -- Inadequate Leadership; 3.3.1 The Royal Commission's recommendations for reform; 3.4 Commissioner Ryan's Response: His Reform Plan for the New South Wales Police Service; 3.5 Conclusion; PART II; Chapter 4: Streams of Power; 4.1 The Idealist Stream: Ideas About How Power "Should" Be; 4.1.1 The Management Sub-stream: the "rational" approach to power |
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4.1.2 The Critical Sub-stream: the "democratic" approach to power4.1.3 Mere "ideals" about how power "ought" to be; 4.2 The Pragmatist Stream: Accounts of How Power "Actually" Is; 4.2.1 Post-Foucauldian contributions to the power in organizations literature; 4.3 Conlusion; Chapter 5: Leadership Throughthe Power Lens; 5.1 Traditional Approaches to Leadership; 5.2 Dispersed Approaches to Leadership; 5.3 Dispersed Leadership: Problematic Considerations in Regard to Power; 5.4 Conclusion; PART III; Chapter 6: The Research and Methodological Framework |
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6.1 Contextual Issues for Organizational Research6.1.1 The widespread adoption of new organizational forms; 6.1.2 Contemporary debates, arguments and challenges in organizational studies; 6.2 Broad Methodological Considerations; 6.3 The Research Framework; 6.3.1 Generating a priori concepts to focus the research; 6.3.2 The inductive study; 6.4 The Methodology; 6.5 Conclusion; Chapter 7: Methods, Instruments, Contexts and Trends; 7.1 The Research Questions; 7.2 Selecting the Research Subject; 7.3 Crafting Instruments and Protocols; 7.3.1 Taken for granted realities |
| Notes |
7.3.2 Historical patterns of decision legitimacy |
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Print version record |
| Subject |
Power (Social sciences) -- Australia -- New South Wales -- Case studies
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Corporate culture -- Australia -- New South Wales -- Case studies
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Police corruption -- Australia -- New South Wales -- Case studies
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Organizational behavior -- Australia -- New South Wales -- Case studies
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Corporate culture
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Organizational behavior
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Police corruption
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Power (Social sciences)
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New South Wales
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| Genre/Form |
Case studies
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| Form |
Electronic book
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| ISBN |
9788763003070 |
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8763003074 |
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