Development of a strategic management model for the South African Police Service (Free State Province)

Abstract

According to Shezi (1997), South Africa is in the process of radical transformation. Many organisations need to rethink their strategies, redesign their structures and adjust their management practices to be at the forefront of the frequent changes. The South African Police Service as an organisation ought to take a proactive rather than a reactive approach, and should attempt to affect, forecast, and activates rather than just responds to the environmental forces. The strategic management process spells out this method for the South African Police Service as an organisation and as such be in a position to make proper decisions. It represents a logical, systematic, and objective approach for determining the South African Police Service's future direction (David 2001:26). There is no proven plan of action for achieving the organisation's desired outcomes within the changing environment without a strategy. A successful strategy and equally successful strategy implementation are the most reliable signs of good management (Haines, 2000:3-7). The aim of this study is to develop a practical strategic management model as a guideline for the South African Police Service in order to assist the South African Police Service (Free State) in carrying out the strategic management process effectively. Therefore as a result provides direction to the South African Police Service and its provinces such as the Free State as well as the various departments, units and police stations and as such should provide a quality service to its clients. To realise the aim of this study, strategic management was first defined, the difference between strategic management and planning was also highlighted and its value for the South African Police Service was explained and where after the various levels of strategic management was discussed. The structure of the strategic management process was also discussed in detail. An brief introduction to the strategic management workshop that was held in Bloemfontein that initiated this study was given, followed by a detailed discussion of the strategic management challenges that exist for the South African Police Service by means of relevant literature and supported by the secondary data obtained at the strategic management workshop for Executive Management Team of the Free State Province. A strategic management model was developed from relevant literature to assist the South African Police Service to follow an effective strategic management process in order to provide direction to its provinces, departments, units and police stations. This is necessary to overcome the challenges that the strategic management presents to the South African Police Service. The study showed that the South African Police Service management does not have a common understanding of strategic management and the systematic process that is needed to be followed. Although the South African Police Service is attempting to carry out strategic management a number of serious shortcomings have been identified and need to be addressed by the top management of the South African Police Service.