|Ph.D Student||Shahar Amikam Sigalit|
|Subject||A Paradoxical Organizational Pattern of Reduction and|
Expansion: The Case of Israeli Training Personnel'
Personnel's Perception of the
|Department||Department of Education in Science and Technology||Supervisor||Professor Orit Hazzan|
This Ph.D. research dissertation deals the training sub-organization of the Israel Police, which guides and trains about 30,000 police officers to carry out their duties. Israel Police training organization operates within complexity stemming from diversity of the trainees, training personnel, courses and units interfaces. In consideration of this complexity, the following question was asked: how can an organized training operation still exist in consideration of extensive training organization diversity and differences ?
The police have a central role in society as an organization that ensures the stability of social order and government. Training is crucial for preparing the police officer to his role in society. Despite the importance of training in the police, researches on organizations of training in the police almost does not exist. This research characterized Israel Police training organization by examining the training personnel perceptions.
The complex responsive processes theory of organization creates the study theoretical basis (Mowles et al., 2008; Stacey, 2010, 2011). According to this theory, organization is action patterns emerging continuously from the complex responsive processes of everyday communicative interactions between participants. The qualitative method of grounded theory occupied to capture participants everyday communicative interaction experiences and enabled to :
A. Identify a paradoxical reduction-expansion common perception pattern characterizing the operation in the training organization. The reduction-expansion is a new paradox among the existing paradoxes of police organization.
B. Develop organizational framework describing the components of the training organization..
Data analysis revealed a common organizational perception of the training personnel. Specifically, a simultaneous thus paradoxical reduction and expansion perception pattern of communicative interaction in training organization (Mowles, 2015; Smith & Lewis, 2011; Stacey, 2011) .
The common reduction-expansion communicative interaction perception pattern was found in the following core and peripheral (Bush, 2015; Fiss, 2011; Hannan, Burton, & Baron, 1996; Siggelkow, 2002) training organization components :
• The first core component was the training organization mission containing the following peripheral organizational components: training personnel perceptions of the organization objective, influence and positioning in its environment .
• The second core component discusses training processes execution and implementation based on the peripheral components of content and training methods .
• A third core component centered on training organization work processes described by the peripheral components of organizing, responsibility, and continuity between organizational interfaces .
• The fourth core component focused on training personnel characteristics outlined by the peripheral components of their seniority and motivation.
The suggested approach has theoretical and practical contribution for the Israel Police training organization and for the research on training organizations in general.
The theoretical contribution of this study is a new process approach for understanding the training organization operation as an ongoing processes emerging from reduction-expansion paradoxical perception pattern of organizational core and peripheral components.
The research practical contribution is exhibited in the proposition to improve training organization relevance by developing the ability to identify patterns and to act in a paradoxical communicative interaction. Together, the theoretical and practical research contribution enlighten the way the Israel Police training organization generates an organized policemen training program for their role within the organizational complexity.