HUMAN ERROR - MANAGING THE BLAME FOR INCREASING ORGANISATIONAL POLICE PERFORMANCE

Adrian-Constantin Achim

Proceedings of the INTERNATIONAL MANAGEMENT CONFERENCE, 2012, vol. 6, issue 1, 340-346

Abstract: Every organisation that deals with hazards and people on a daily basis faces a simply and very profound choice: either it manages human error or human error will manage the organisation, always with great cost and often in great danger. Managers fail to understand that the biggest risk they are running into is to interfere with human error. There are also other risks to be dealt with, like trading or currency risk, but human error is really the big one. It has fantastic financial consequence. Companies from all over the world gone out of business because of human error, workers could be put out of work, managers could end their career, and it could turn the company's market value into nothing. Police organisation is not exempted from mistakes. Police managers face the consequences of tactical and mental errors made by police officers during difficult activities. Effective decision and accurate judgement made by police officers under stressful conditions are skills that are degraded rapidly in the absence of ongoing practice and training. This paperwork discusses the causes of police officer mental or tactical error under conditions of stress and offers police managers tools they can use to fulfil excellence in law enforcement by taking good decision. Knowing where and when the error is highest allows proactive and effective deployment of resources, both human and financial. Mistakes will always happen and must be accepted. The objective is not an organisational culture where police officers are not allowed to make mistakes, rather the objective is to learn from the mistakes that happen, and prevent their occurrence.

Keywords: human error; root cause analysis; risk management; organisational behaviour (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:rom:mancon:v:6:y:2012:i:1:p:340-346

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