Ledelse i dansk politi: Leder - ledelse - ledelsesrum

Stig Bertelsen & Lene Bojsen-Møller

Student thesis: Master executive thesis


The Danish Police is currently going through a major process of transformation as part of a reform, which started in 2007. The main purpose of the reform was partly to reduce the number of police districts to attain a higher degree of sus-tainability, and partly to change the organizational and managerial structure. This thesis concerns management in the Danish Police starting from the differ-ent expectations to management, which protrudes as a consequence of the or-ganizational and managerial structural changes. The reform is in this way our inspiration and the starting point for our analysis. However this thesis does not analyse the implementation of the reform, but is a study of the present phase of the reform – in relation to the management the new organisation presents. Our analysis show, that the reform is driven by the basic line of thoughts, lying within New Public Management (NPM) – hereby tendencies setting goals and results, enterprise and competition on the agenda for management of and in pub-lic organisations. Our focus is the broadness of management, understood in the way that we have analysed different expectation to management – expectations from the surround-ings and from within the organisation. We are viewing the police organisation as a closed and autonomous system, with boarders to the surrounding world; which the organisation is relatively screened against – but not uninfluenced by. We have limited our analysis dealing solely with leaders with police back-grounds in the 12 police districts, and especially leaders, whose managerial functions are closest to the primary assignment of the Danish Police. approach, by analysing different expectations to management, means that we have chosen to observe management with three different approaches. Ini-tially there is the pressure created by the surrounding world relevant to man-agement. Next we have defined the concept of management against the back-ground of management semantics in relation to the expectations of leadership. Furthermore we have analysed the expectations, which are created by the chosen management technologies implemented in the Danish Police, on the assessment that management technologies are controlling the management itself. Finally we have completed a number of interviews, through which we observe how manag-ers actually perform management in view of the different expectations. Our analysis leads to the conclusion that managers in the Danish Police must draw on a number of different rationales, when performing management. Man-agement is the ability of drawing conclusions and taking responsibility for the entire organisation. Management is furthermore the ability of being able to draw on different managerial roles: Employee manager, professional manager, strate-gic manager and administrative manager, and in the appropriate balance being able to use the different rationales, which implicit are associated to the four managerial roles. However management is not entirely clear in the Danish Police. Management seems more connected to the formal status connected with the specific task, which relates to employee management or the management of managers. This is the mantra of the Danish Police. The managerial responsibility towards humans hereby becomes the guarantee for the assignment (the professionalism) being in order. Still our analysis show that the main managerial focus in the Danish Police (still) is placed on the professionalism – maybe even on the ex-pense of employee management. The study also concludes that much of the professional management is not performed by managers. Therefore it is important for the understanding of management in the Danish Police to make a distinction between the terms managers and management. Management is also about leadership. The different expectation to management pulls in different directions, originating from the chosen management technolo-gies. The managers must relate to the fact that they are part of a hierarchy whose mutual relationship is determined by rules. At the same time the managers must relate to the fact that they must lead towards the predetermined goals and de-mands, towards quality development, and that management in some cases re-lates to the negotiation between the manager and self managing employees. In contrast to this the manager must also relate to the historical determined expec-tation, that management is executed by managers from different position in the managerial hierarchy.

EducationsMaster of Public Administration, (Executive Master Programme) Final Thesis
Publication date2009
Number of pages157