ABSTRACT
This chapter examines the stakeholders in policing and how the relationships between them and the forces and their chief officers have changed. It describes the impact of managerialism and the way in which that has changed, the reform process and its impact on the organizational structures of policing and the way in which the people working in policing have been managed. The mission of the mid-1980s, which came to be set out through the medium of policing by objectives, was a crime-fighting one, but against a backdrop of the 'nothing works' debates that were the dominant theme of criminology. Back in the 1980s there was a substantial commitment to evaluation, even though the way that evaluation was done and used was much criticized in Molly Weatheritt's study of Innovations in Policing. In the early 1980s Hampshire began a wave of organizational change away from the traditional division and subdivision hierarchical model of policing and towards the beginnings of decentralization.
