Are the police officers
The employees of the police in the state of Rhineland-Palatinate have independently developed this guiding principle across all divisions and levels. In a two-year process, the basis for the formulation was created in information events and workshops.
With this lively discussion process, the Rhineland-Palatinate police show that they are well equipped for the future. She faces the challenges of tomorrow with imagination, courage and determination.
The meaning and purpose of our mission statement
The guiding principle is the police culture or organizational philosophy of the police of the state of Rhineland-Palatinate, which is summarized in short, concise sentences. It unites the ethical and moral values, the police self-image and the central fields of action and target areas.
Of course, a mission statement also has something visionary about it. The contents of our mission statement are discontinued
- achievable set of goals
A mission statement unfolds its full effect when it is first developed by the employees themselves. Employee participation is the first and most important step for the desired effect of the mission statement. It is not enough to publish it in brochures or glossy posters, it has to be lived and internalized by everyone.
With the mission statement, we have laid the foundation for our future police culture. The guiding principle must be lived every day anew by each and every individual, by superiors and employees.
Rights & duties for everyone
The mission statement does not mean a one-sided obligation to act for employees, but rather shows obligations and goals for superiors. Nor is it an obligatory standard for police officers alone, but also for administrative officials, employees and workers.
In general, the mission statement has 5 functions and effects:
The mission statement should act as a guideline for the orientation of the Rhineland-Palatinate police. It contains pointers for the entire actions of all employees internally and externally. The individual mission statements contain statements about the basic values, goals and behavior of the individual employees and organizational units.
The role model and the self-image of the police within society are reflected in the mission statement; ultimately, it is intended to strengthen the self-confidence of employees.
However, the mission statement also has a self-commitment function for superiors and employees. Everyone will have to orientate themselves to the content of the mission statement and be measured. The mission statement should constantly remind you of what you have set out to do together. The obligation also applies to those who could not and did not want to take part in the workshops for a wide variety of reasons.
In particular, the goals agreed at the management and inspection level and yet to be agreed will substantiate the practical function of the orientation framework.
The mission statement is intended to encourage all members of the police to participate and help shape the police. At no time has this chance been greater than it is now. Under the guiding principle of the mission statement, employees can work more creatively and search for problem solutions in a more targeted manner.
The colleagues who take part in the mission statement circles will experience working on an important and worthwhile cause.
The more employees take part in the overall model circle, the more likely the jointly developed basic values with their goals and principles of conduct will be accepted.
The goal is a sense of togetherness, a feeling of togetherness and mutual trust. However, a strong sense of unity is only possible if all employees identify with their police force.
The police consist of a large number of larger and smaller organizational units, which inevitably create self-interest. However, this can also have negative effects if jealousy and communication deficits arise.
These egoisms must no longer have a chance in the future. The mission statement developed by the police of the state of Rhineland-Palatinate clearly indicates possible solutions in several places.
The entire information and communication behavior will also have to be aligned on the basis of the jointly developed model.
The mission statement lays down the rules of the game for all employees of the Rhineland-Palatinate police in an open and binding form. This makes the sense and purpose of police action more transparent to the public.
Citizens as well as employees and superiors should in future be able to refer to the conceptual content and also be able to demand it.
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