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CH05.pptxPOLICE MANAGEMENT
CHAPTER FIVE
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To Start with…
What is the difference between MANAGEMENT and SUPERVISION?
Give specific examples to the roles of managers and supervisors
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Management & Supervision
The management of police departments and supervision of police officers is central to organizational success
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The Managerial Process
There are 4 major functions of the managerial process
Organizing: The process of arranging personnel and physical resources to carry out plans and accomplish goals and objectives
Leading: Motivating others to perform various tasks that will contribute to the accomplishment of goals and objectives
Planning: The process of preparing for the future by setting goals and objectives and developing courses of action for accomplishing them
Controlling: The process by which managers determine how the quality and the quantity of departmental systems and services can be improved, if goals and objectives are being accomplished
efficiency
effectiveness
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The Managerial Process (cont.)
The ‘chain of command’ separates the hierarchical levels of activities that occur in larger and smaller departments
The higher the position, the greater the power, authority, and influence
Top managers
Middle managers
Lower managers
Rank-and-file personnel
See p. 135
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The Development of Police Management
Classical police management
Behavioral Police Management
Contemporary Police Management
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Classical Police Management
Max Weber’s concept of bureaucracy is a concept central to the classical approach to organization.
Principles of bureaucracy include:
Specialization
Authority and responsibility
Unity of command
Scalar Chain
Centralization
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Classical Police Management (cont.)
In attempt to create a more professional police force, increased attention was given to classical principles
The paramilitary model was the outcome of these efforts
Emphasized a legalistic approach
Authoritarian managerial practices
Attention focused on controlling officers’ behavior, increasing crime control, and lessening corrupt practice
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Behavioral Police Management
Attack on the classical approach in the early 1970s
Majority of police work is not directly related to law enforcement
Police role more broad and complex than originally thought
What else does police work entail?
Change in the organizational climate to be able to retain highly qualified officers
Emphasis on worker participation and job satisfaction
Flexible and democratic organizational model
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For a further discussion of job satisfaction…
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Private Sector Influences
Following WWII, a system focused on product quality was born
Total quality management (TQM)
Developed in Japan
Quality control and continuous improvement
The 1st department to adopt this system was Madison, WI
The Madison Experience
Changed to a quality-oriented organization
Emphasized participation and teamwork
See P. 139- Principles of Quality Leadership
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Organizational Design
Concerned with the formal patterns of arrangements and relationships to link people together in order to accomplish organizational goals
A couple of organizational designs exist (P.140)
Tall structure
Centralization
Flat structure
Decentralization
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Organization
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Organization Chart
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Ward County Sheriff’s Office
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SHERIFF
CAPTAIN (1) (TRAINING & CIVIL PROCESS)
LIEUTENANT(1) (CIVIL PROCESS)
SERGEANT(1) (CIVIL PROCESS)
LIEUTENANT(1) (PATROL)
WARRANTS OFFICER (1)
SERGEANT(2) (INVESTIGATIONS)
JAIL COMMANDER(1)
COURT OFFICER
PT TIME COURT SECURITY
CAPTAIN(1) (INVESTIGATIONS & PATROL)
LIEUTENANT (1) (INVESTIGATIONS)
SERGEANT(3) (PATROL)
PATROL DEPUTY (14)
SUPPORT STAFF (4)
LIEUTENANT (1)
SERGEANT (4)
SR CORRECTION OFFICERS (4)
CORRECTION OFFICER (21)
Criticisms of Paramilitary Design
Criticized since contemporary police management era
Inappropriate assumptions about patrol work and democracy
Strict rules cannot be applied to policing
Orders are rarely required
Importantly, little research has been conducted to support or refute these criticisms
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Criticisms of Paramilitary Design (cont.)
In a study of police compared with other city employees not exposed to paramilitary design, police had
Greater problems with communication
Greater amounts of distrust
Lower levels of morale
Lower levels of organizational performance
Recent research has shown preference for “servant” style of leadership
Emphasizes concern for the needs and welfare of organization members
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Ideal Leadership Skills in Policing
Global perspective
Creativity
Change management and adaptivity
Comfort in the midst of independence
Strong oral and written communication
Mastering technological trends
An understanding of research
Integrating strategy, culture and political influence
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Broken Windows and Zero-Tolerance Policing
Broken-windows theory
based on a hypothesis that when low levels of disorder are not held in check, more series types of crime are likely to follow
Thus, police should target minor problems
Zero-tolerance policing
Widely adopted version of broken-windows policing
Aggressive approach to targeting minor crime
What does research tell us about this approach’s effectiveness?
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Compstat, Police Legitimacy, and Procedural Justice
CompStat uses crime data to analyze crime patterns, trends
Acronym for compare statistics
Helps respond quickly, with appropriate resources and strategies
See the video on NYPD CompStat
Police legitimacy
The public’s confidence in the police as fair and equitable
When legitimacy is lost, a loss of respect and confidence follows
Attention to procedural justice maintains legitimacy
That is, treated citizens in an even-handed manner
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Compstat, Police Legitimacy, and Procedural Justice (cont.)
A variety of strategies can be employed by managers to increase courteous and respectful behavior:
Establish internal guidelines
Reward professional behavior
Only promote officers who continually behave professionally
Disciplinary actions to show wrongful behavior will not be tolerated
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Measuring Police Performance
It is particularly difficult to measure police performance
Both internal and external goals must be assessed
Crime and disorder measures
Community measures
Individual and team measures
A number of measures of performance exist
NIBRS, victim surveys, arrest rates
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Summary
Organizing, leading, planning, and controlling are all parts of the managerial process
The classical approach emphasized bureaucratic, paramilitary approach to organizational design
Since the 1970s, behavioral theorists have attacked this approach
Greater emphasis on worker participation, job satisfaction, more flexible designs, and recognition of the complex nature of the police role
No matter the design, it is essential that realistic and measurable goals are established by police
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