accomplish the goals of the department( seeFigure 5.6). Bureaucracy and Decision Space Although there may have been a few stray exceptions, police departments for centuries have used the bureaucratic form of organization and continue to do so. While clinging, like the majority of organizations in the world, to the structure of the bureaucratic organizational model, police departments have substantially dropped new processes over it to:( 1) attract new generations of officers with expectations different than their predecessors;( 2) shift from an almost singular focus on internal administration, such as control, to empowering employees;( 3) foster collaboration with constituents;( 4) implement new operational philosophies( e. g., community- and intelligence-led policing);( 5) employ new models of leadership;( 6) operate with greater openness, producing more transparency of administration and operations in the community;( 7) increase workforce diversity;( 8) use new technologies( e. g. texting, Facebook, and Twitter); and( 9) be more nimble in responding to emergent conditions and issues. Many law enforcement agencies have rapidly moved into egovernment, 29 facilitating the use of government services on-line. The Springfield( Missouri) Police Department’ s website allows citizens to obtain crime maps of their neighborhoods, search police reports, request copies of traffic accident and incident reports, locate the residence of sexual offenders, and file a complaint against or extend recognition to officers. As a result, this ― reformatted bureaucracy ‖ falls into the broad category of neoclassical organization theory, meaning taking a fresh perspective on traditional organizational theory. More specifically, the reformatted bureaucratic organization model has also been labeled neoWeberian. 30 The shift from the pure bureaucratic model to the neoWeberian accompanies the rise in the management concept of the new public management( NPM), which began in the 1980s. At its core, NPM called for the use of private sector approaches in public organizations( e. g., creating productivity gains, getting citizens involved, and outsourcing services if it can be done cheaper and as