The Chandler Police Department: Relationship By Objectives (RBO)

Prior to 2004, the Chandler Police Department (CPD) was mired in a deep divide between the Management Group (Supervisors and Civilian Managers) and the Labor Group (Police Officers and Civilian Personnel). In an effort to address employee relations, a process known as Relationship by Objectives (RBO) was introduced under which Management and Labor could discuss their issues civilly and reduce tensions. This paper will attempt to classify the Training and Education Team by its “team type” with regards to structure and purpose. Special attention will also be paid to “Essential Conditions for Successful Team Performance” (Thompson 2011, p. 24). Over time, the Training and Education Team has developed into a strong team which values every member’s

RBO was a forum for Management and Labor to address serious issues. Concerns were reviewed by the entire RBO group for consensus and given to various subcommittees for study. Acceptable solutions where directed to the Police Chief for review and possible approval.

RBO Structure

The RBO team hierarchical structure begins with the Police Chief, RBO Steering Committee, and RBO Subcommittees. The subcommittees are divided into 5 separate groups, one of which being the Training and Education Subcommittee. These subcommittees would submit their findings to the Steering Committee. The scope and authority of the subcommittees is limited to their respective area. The Training and Education Subcommittee is tasked with researching and implementing new police training. Every year, police researchers and training agencies develop exciting new training and techniques.

Training and Education Subcommittee

These factors are outlined as “Essential Conditions for Successful Team Performance” (Thompson 2011, p. 24). First, selection of team members is based on their knowledge, skills, and abilities. Second, all members are “highly motivated”, according to their annual performance evaluations. Lastly, the team sets their own deadlines and communication issues are minimal given the small group size and access to phone and email information.

Using the Team Performance Analysis Exhibit 2-4 (Thompson 2011, p. 39) as a guide, the subcommittee establishes its own goals and sets performance measures during their first meeting. Similar to other organizations, police officers will sometimes lose interest or focus. Some members fall victim to “free riding” (Thompson 2011, p. 29). These members don’t contribute as much as other members of the group. If noticed quickly, the adverse effect on the team can be minimalized.

The subcommittee enjoys a considerable amount of team cohesion since members have worked with each other in the past. Because members enjoy open and meaningful dialogue, they are able to empathize with their counterparts. The size of the subcommittee increases personal responsibility which strengthens