Week 2 Assignment - Chapters 4, 5 and 6 /NO PLAGARISM PROFESSOR USES TURNITIN

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Justice Administration Police, Courts, and Corrections Management

CHAPTER

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

EIGHTH EDITION

Police Organization and Operation

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Police Agencies as Organizations

• An organizational structure reflects the formal organization of task and authority relationships determined to be best suited to accomplishing the police mission.

• Division of labor

 Specialization produces different groups of functional responsibilities

• Functional differentiation: the degree to which tasks are broken down into functionally distinct units.

• Occupational differentiation: measures distinctions within the staff (job titles) and the extent to which an organization relies on specially trained workers from distinct occupational groups.

• Spatial differentiation: the extent to which an organization is spread geographically.

• Vertical differentiation: the hierarchical nature of the command structure

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

The Basic Organizational Structure

• The police traditionally organize along military lines, with a rank structure that normally includes the patrol officer, sergeant, lieutenant, captain, and chief.

• Police department organizational structures are designed to fulfill five functions.

1. Apportioning the workload among members and units insuring that lines of authority and responsibility are as definite and direct as possible

2. Specifying unity of command throughout, so that there is no question as to whose orders should be followed

4. Placing responsibility and authority

5. Coordinating the efforts of members so that all will work harmoniously to accomplish the mission

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

FIGURE 4-1 Basic Police Organizational Structure

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

The Quasi-Military Style of Policing

• Military model

 Police and many correctional officers wear uniforms, use rank designations, and have a hierarchical command structure much as the military services.

• With today's emphasis on COPPS, many believe that the quasi-military model is incompatible with this philosophy.

• Some types of situations, such as critical incidents, will likely compel the retention of command and control in police training and tactical application.

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Policies, Procedures, Rules, and Regulations

• Policies

 Written guidelines that are general in nature and serve to further the organization's philosophy and mission and help in interpreting their elements to the officers.

• Procedures

 Specific guidelines that serve to direct employee actions, such as how to prepare investigations and conduct patrol, bookings, radio communications, and prepare reports.

• Rules and regulations

 Specific managerial guidelines for officers, such not smoking in public, types of weapons to be carried on duty, etc.

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Community-Oriented Policing and Problem Solving

• COPPS

 Community-oriented policing and problem solving - the dominant philosophy and strategy of policing

• S.A.R.A. (scanning, analysis, response, assessment)

 Scanning: a preliminary inquiry to determine whether a problem really exists and further analysis is needed.

 Analysis: determining the extent of the problem; it is the most difficult and important step in the S.A.R.A. process.

 Response: formulating tailor-made strategies

 Assessment: evaluating overall effectiveness of responses

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

FIGURE 4-4 Problem Analysis Triangle Source: Bureau of Justice Assistance, U.S. Department of Justice, Comprehensive Gang Initiative: Operations Manual for Implementing Local Gang Prevention and Control Programs (Draft, October 1993), pp. 3–10.

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Too Much Federalization and Militarization?

• Federalization

 The notion that local police are being overly co-opted by federal law enforcement agencies, directing too many resources toward protecting the nation's borders and other federal duties.

• Militarization

 A belief held by some that local police—using military- style weapons, tactics, training, uniforms, and even heavy equipment—are becoming too militaristic in nature.

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Emerging Paradigms in Policing

Smart policing

 A policing approach that emphasizes the use of data and analytics as well as improved crime analysis, performance measurement, and evaluation research

Intelligence-led Policing

 A style of policing that combines crime analysis (where the "who, what, when, and where" of crime is analyzed) with intelligence analysis (which looks at the "who" of crime—the crime networks and individuals)

Predictive policing

 A policing strategy that integrates crime analysis, technology, intelligence-led policing, and other tactics to inform forward thinking crime prevention strategies

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

FIGURE 4-5 The Intelligence Gathering Process Source: U.S. Department of Justice, Office of Justice Programs, National Criminal Intelligence Sharing Plan, p. 6; http://www.fas.org/irp/agency/ doj/ncisp.pdf (accessed December 1, 2010).

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Moving from a Good to a Great Police Organization

• Per Collins, there are five levels of leadership.

• The Level 5 leader, at the highest level, is:

• ambitious, but that ambition is directed first and foremost to the organization and its success, not to personal renown.

 Level 5 leaders are "fanatically driven, infected with an incurable need to produce results."

 They do not exhibit enormous egos.

• People are not an organization's most important asset; rather, the right people are.

• Personnel problems have to be confronted in an organization that aspires to greatness.

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Moving from Good to Great…

• Performance evaluations are critical.

• Unfortunately, many police departments still have not created evaluation tools that adequately reflect the work police do.

• Perhaps the most difficult part of achieving greatness is sustaining that greatness.

• Police chiefs have notoriously short tenure in office.

• Finding Level 5 leaders who pay close attention to preparing for the next generation of leaders is particularly important.

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Agency Accreditation

• Accreditation

 A voluntary effort by a criminal justice agency where it seeks to meet national standards in its field and thus be officially designated as accredited.

• CALEA is a nonprofit organization that has developed and administers 459 voluntary standards for law enforcement agencies to meet.

• Accreditation is quite expensive, both in dollars and in human resources.

• Today, there are nearly 600 agencies accredited or recognized in one of the Commission's various programs

Justice Administration: Police, Courts, and Corrections Management, 8e Kenneth J. Peak

Agency Accreditation

• Accredited police agencies:

1. Provide more training for their officers and required higher minimum educational requirements for new officers

2. Are nearly twice as likely to require drug testing for sworn applicants

3. Are more likely to operate special units for the enforcement of drug laws and laws against child abuse