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