The perceptions of crime intelligence manager's on the organisational structure of the crime intelligence division of the South African Police Service.
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The term' intelligence failure' has been coined in light of the so called '911' terrorist attack on the United States of America. The general view of security experts is that this catastrophe could have been prevented had there been an effective and efficient homeland intelligence structure. This has subsequently led to a major drive to reform the intelligence service in that country. This line of thought is now beginning to manifest in South Africa with regard to the crime situation. In order to combat crime effectively the police must be able to access qualitative expertise, knowledge and an effective intelligence gathering capability, so that any challenge or contingency may be addressed in an appropriate manner. The continual availability or relevant and accurate crime intelligence is a crucial factor in augmenting the effectiveness of the South African Police Service in executing and fulfilling its functions and obligations. This has prompted the researcher to investigate the perceptions that exist around the organizational structure of the police's intelligence capability. The South African Police Services is organized into a number of divisions that have been categorized along the principles of work specialization. A survey based study was undertaken on the SAPS Crime Intelligence Division. The main objective of the research project was to study the perceptions of Crime Intelligence Manager's on the organizational structure of Crime Intelligence with regard to the organizational strategy, authority relationships, co-ordination and control, resource utilization and training and skills development, in respect of the matrix and divisional organizational structure. The units of analysis were the forty three Area Heads of the Crime Intelligence structure that have a countrywide spread. Two research question need to be answered in this project. The first question attempted to determine what are the perceptions of the Area heads with regard to the organizational structure dimensions in respect of the matrix and divisional structure? The second question related to whether there was a relationship between the biographical data and the organizational structure dimensions? A total of thirty seven respondents comprised the sample. A thirty eight item, questionnaire was used as the research instrument. Category analysis by frequencies and percentages was conducted on the collected data to establish common themes and trends. The results indicated that there is overwhelming support for the divisional organizational structure. The matrix structure was found to be the source of dysfunctions such as role conflict, management confusion and frustration, conflicting authority relationships and poor co-ordination and control processes. The cross tabulation of the biographical data against the organizational structure dimensions and not reveal any significant relationships between them, that could possibly underpin the choice of the divisional organizational structure. The reasons advanced for this by the researcher is largely centered on the homogeneous culture that pervades the organization. This culture has been postulated as the main determinant of the perceptions that are held by the Area heads on most fundamental issues, such as organizational structure. The researcher, nonetheless, recommends that this view be explored further in a future study.