Customer-Oriented Policing─A study of Extortion(auto theft) Investigation

• Main Authors: Hao Ming Chin, 金浩明
• Other Authors: Jin Shyang Roan
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/23904666828007940425

碩士 === 東吳大學 === 企業管理學系 === 91 === Customer-Oriented Policing─A study of Extortion(auto theft) Investigation Abstract ‘Tenfold era’ is no longer sufficient to describe rapid changes in public security. The crimes derived from ‘fraud bank accounts’ and ‘redirect phone calls’ now include instant lottery (scratch-off tickets), auto theft and extortion, fraud by tax rebate, anti-SARS, and unemployment allowance. ‘Song Chieh-Ren’ fraud gang deceived 3,000 victims and earned NT$1.1billion over two years; ‘Chen Yan-Hsin’ fraud gang earned NT$8.61 million within one day. According to police statistics, criminal gangs of similar types often established overseas headquarters in Amoy, Mainland China; until now, tens of fraud gangs had established ‘communication redirect center’ and ‘training center’ in Amoy. As seen, the opponents of police force advanced swiftly while the police force was still powerless in dealing with ‘fraud bank accounts’ and ‘redirect phone calls’ under the bureaucracy. Although National Police Administration had announced ‘National Security Improvement Policy (Public Security Light)’ and ‘Zero-Growth of Crime Rate’, the police staff continued to deal with the policy by concealment; hence, the public security status stagnated. The recent occurrences of shooting of Chen Ching-Chih, the Taipei City Government Councilor, Dai Ming-De, the cash carrying car driver of Yunlin Huwei Farmer’s Cooperatives, and Wu Jung-Hsiung, the security guard, revealed the deterioration of the public security in Taiwan and raised the public’s fear in potential crisis of ‘Taiwan Sicily’. As a result, the police administrative reform appeared urgent. This paper discusses the reform direction of the police administrative system, and incorporates sophisticated customer-oriented service into the police administrative system, including design of the service system, service performance management, customer complaint process, service remedy, service innovation, and internal and external customers in the service value chain. The feasibility of the system design was tested in the public security case study, criminal case investigation. The objectives of this research were to understand the level of satisfaction of internal customers (police) and external customers of the police bureau, and relating factors. Although the work of police officers was focused on public security, a variety of criminal cases was concerned as well. Thus, auto theft and extortion, the most occurred crime in the recent years, was selected for the case study in this research. The design of the service system was based on the perspectives of the police officers and the victim of the auto theft and extortion case. As for the police officers, the issues were concerning the police officer’s opinions on the procedure, strategy, quality, innovation, and reform of the police bureau; as for the victim, the issues were concerning the victim’s opinions on the police officer’s professionalism, service quality, police administrative strategies. At last, the customer-oriented and service management system employed in businesses was used to examine and compile the perspectives of the victim and the police officer, in order to determine an optimal direction for police administrative reform. This research was a explorative research which conducted questionnaire survey on policemen randomly drew from police stations have capture auto theft and extortion criminals in Taipei City, Taipei County, Taoyuan County, Hsinchu City, Taichung County, Pingtung County, Tainan county, Ilan County, Hualien County, and Central Criminal Bureau, as well case victims. The research findings were as follows: 1. Establishment of customer-oriented concept: 83% police officers defined police work as ‘solving criminal cases and services to the public’ or ‘priority in service’, yet the culture of the police administrative bureaus focused on ‘solving major cases and capture most wanted criminals’. The role of police officer should evolve from ‘crime stopper’ to ‘public safety service provider’. Every police officer should comply with the concept ‘solving every case actively and empathizing with the victims’. 2. Improve the level of satisfaction of internal customers: ‘52% police officers (including sergeants) held no expectation about the police career; they deemed their work as salary earning’. Although CIB had showed excellent achievement in case solving, crime rate continued to grow because only a few truly worked hard. To motivate every police officer, the internal customers need to be satisfied; to improve the internal customer satisfaction, the followings need to be done: establishing police officer HR system, planning the duty system with practical purpose, and implementing impartial and effective evaluation system. 3. Improve the level of satisfaction of external customers: to improve the public’s sense of safety on public security and trust in the police force, the clarification of duties and clear division of labor need to be implemented. 4. Incorporating adaptive management style: as the crimes advanced, the police force needs to deal with the criminals with innovative thinking. An adaptive organization requires the following management principles: self-organization, restructuring, sense and response, learning and adaptation, education, eliminating the unqualified, expansion, and promoting instability. The suggestions were as follows: 1. Establishing a common goal for the police force; 2. Reviewing the core capability to recreate the value of police work; 3. Implementing strategy: computerized process, case solving based on evidence; 4. The reform could be initiated by transforming the duty-commanding center into the customer service center.