• Ilija Racić Ministry of the Interior of the Republic of Serbia
  • Nenad Radović UCIPS


Directorate for analytics, organizational structure, efficiency, effectiveness


Purpose: The aim of this research is to identify, scientifically describe, classify, and partially explain the organizational changes in the organizational structure of the police, which preceded the formation of the Directorate for Analytics in the Police of the Republic of Serbia at the national and regional level, by using scientific and research methods. By conducting theoretical research, the problems of a structural nature have been identified and can be classified as follows: 1) organizational structures; 2) human resources; 3) material resources. The tasks of analytics were institutionalized in 1967, and throughout its long history, they have changed organizational forms, starting with the Department with the establishment of the Directorate for Analytics, which was a part of the then Department of Public Security, i.e., later the General Police Directorate, until September 2009, when it became a part of the Sector for Analytics, Telecommunications, and Information Technologies and changed its organizational form to a Department. In the General Police Directorate, the Service for Criminal Analytics was established together with several individual analytical workplaces under different names, including individual organizational units in the Sectors at the headquarters of the Ministry of Internal Affairs. Design/Methods/Approach: The research was carried out as a theoretical-empirical one, where the methods of theoretical and empirical research (attitudes and opinions of police officers in the Police of the Republic of Serbia) were used in its realization, that is, general scientific, logical, and empirical methods. In this research, the position that the condition for efficient and effective work in the Police of the Republic of Serbia is the formation of the Directorate for Analytics, which will coordinate police-intelligence work at the central, regional, and local levels, is confirmed theoretically and empirically. In this way, the analytical functions would be unified, which would be performed by the employees assigned to adequately named analytical positions, which would contribute to the creation of better-quality analytical products (strategic assessment of public security, operational assessments of public security, strategic police plans, police operational plans, profiles of security problems, and profiles of security interesting person/group). Establishing the educational need for a standardized and comprehensive process of training analysts and the establishment of a unique information and communication database would contribute to the improvement of data collection, faster search, and availability of operational data in one place, which would affect the more efficient, effective, and economical performance of police work and tasks. Findings/Originality/Value: The scientific justification of the research derives from its expected results, which can: 1) contribute to the deepening and expansion of scientifically verified knowledge in the fields of criminal-police, security, and organizational scientific disciplines, 2) indicate the directions, areas, and topics of future scientific research, and 3) enrich the methodological practice of scientific research of the organization and the proactive functioning of the police in modern conditions. Keywords: Directorate for Analytics, organizational structure, efficiency, effectiveness.


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